The health of an organization's bottom line correlates to the amount of trust displayed in its interconnected relationships. A colleague says "Trust begins and ends with the truth." Being truthful, caring, and skillful play significant roles in creating a trustworthy interaction. William Easum, an organization development consultant, says that "quantum" businesses contain trust as a major characteristic of their conduct at all levels. Trust begins with the leader of the organization and permeates into all levels of employee ranks, teams and divisions, and outward to vendors, suppliers, external customers, and the general public. Within such an environment, people can learn from mistakes and take appropriate risks to create innovation in processes, products, and services.
Years ago the Tylenol corporation gained the trust of the public when it apologized in the media for deaths associated with its products. Tylenol removed all its products from shelves and went on to develop tamper-proof containers. Those gestures demonstrated a commitment to the health and safety of their customers. To this day, the Tylenol company remains financially viable with trusted products and a large market share.
Sprint has had a harder time gaining the trust of the public. As a front leader in telecommunications, Sprint could have nurtured a loyal clientele with excellent customer service. It chose instead to go after contracts. As contracts expired, customers left Sprint for more responsive cell phone carriers. Sprint's bottom line has fluxuated like a flag in a hurricane, and its workforce never knows when the next storm will hit and they'll be dismissed again. Customer service can solidify trust or it can cancel it.
Best-Buy has learned a similar trust lesson. Its managers confessed to a consultant a few years back that they diffeentiated themselves by the best price for electronic products and accessories; they did not care about the sale after the product left the store, unless the customer purchased an extended waranty. Now Best-Buy has the Geek Squad to serve its customers--a big shift in thinking.
Internal customer service is often seen as teambuilding. Teams with little or no trust are really groups of individuals working under the same roof or though a virtual system. Without trust, employees do work for benefits and paychecks only. They are susceptible to better benefits and bigger paychecks elsewhere. Talent and skill retention become difficult to maintain and will impact performanace and productivity--both of which will affect the bottom line within time.
Micro-management and broken triangles are two relationship saboteurs that destroy trust. A competent employee who has to have each step of a task challenged or approved will begin looking for a less-hassled or non-hostile environment in which to work. An employee who constantly has to watch his or her back so that others are not talking behind his or her back will begin to feel alienated and disliked, as employees are encouraged, and perhaps rewarded, for not communicating directly with one another. Distrust will spread like black mold in that kind of environment. The resulting turnover will show itself in the bottom line.
Trust or distrust can be corporate currency. What is encouraged and rewarded will blossom or fester, respectively. Finding and telling the truth, being responsible, and being accountable build trustworthiness. Choose trust in cultivating your business relationships; it pays off in the long run.
Monday, August 31, 2009
Sunday, August 30, 2009
Conflict's Surprises
In a recent presentation of "Productive Conflict: Conversation to Collaboration," participants listed the positive outcomes of conflict. Among them were clarification of misunderstandings, innovation in seeking solutions, and trust in working relationships that could withstand disagreement.
By definition, conflict means a dispute or a disagreement, and by experience it means an opportunity has presented itself. Conflict is neither good nor bad, it simply is inevitable. This realization suggests each of us must be accountable to ensure that conflict becomes productive. We must stay in conversation to find our way out of the tangle of disputes arising from shared resources and goals, limited time and money, differing values and priorities, and changing skill sets and technology. Recently, several small groups struggled with some of the sources of conflict in a puzzle game designed to simulate real expectations and dilemmas. Each table team was given a packet of pieces of playing cards and the following instruction from the facilitator, "Put as many whole cards together as you can. I'll check in with you in 15 minutes."
Assumptions circulated: (1)we must put our cards together and get as many as possible to beat the other teams; (2) we have a deadine; (3) we have all the pieces we need to make whole cards; (4) each team must work independently from the others; and (5) whole cards are accomplished when the faces of the cards are complete as the original cards looked in the new deck.
As teams worked, tension and frustration crept into the interaction. A scarcity of resources eventually led someone to ask the facilitator, "Can we talk with other groups?" Then teams began sending runners out to find the pieces they needed for their dismembered cards: "Do you guys have Diamonds?" and "That group has the other half of the King of Spades!" Then a woman exclaimed, "Someone has pieces in their pocket--I'm convinced of it!"
Teams had different strategies to accomplish the goal. One team abandoned its table with their pieces displayed for others to take. Another team stayed in place around their pieces and observed as others traded pieces, ultimately assembling the observing team's cards through no effort of their own! One individual explained her behavior and ulterior motive, "I've been giving pieces away so we'll get out of here sooner." Still another team accomplished its understanding of the goal by arranging their cards into wholes by working the back of the cards into a congruent design. That really distressed some individuals who could not see the face side of the cards to see if the pieces they neeed were literally face down. One woman suggested, "Let's put all the pieces on one table," but no one moved to do that: later the teams agreed that it was too much trouble to do it.
When conflict arises, ask questions and listen to perspectives. Do you all understand the goal and how to accomplish it in the same way? What assumptions are apparent as the conversation uncovers misunderstandings, misconceptions, and misinformation? When instuctions or goals are vague or confusing, how do you find your way? Does your team work as independent individuals or as a unified front? Does our team process conflict to determine how to ensure performance and productivity?
After lots of laughs and negotiations, the five teams successfully assembled a deck of cards from 200 pieces in approximately 20 minutes. The surprise: push through the conflicts to identify the opportunities presented and to create the successful results worthy of the participants!
By definition, conflict means a dispute or a disagreement, and by experience it means an opportunity has presented itself. Conflict is neither good nor bad, it simply is inevitable. This realization suggests each of us must be accountable to ensure that conflict becomes productive. We must stay in conversation to find our way out of the tangle of disputes arising from shared resources and goals, limited time and money, differing values and priorities, and changing skill sets and technology. Recently, several small groups struggled with some of the sources of conflict in a puzzle game designed to simulate real expectations and dilemmas. Each table team was given a packet of pieces of playing cards and the following instruction from the facilitator, "Put as many whole cards together as you can. I'll check in with you in 15 minutes."
Assumptions circulated: (1)we must put our cards together and get as many as possible to beat the other teams; (2) we have a deadine; (3) we have all the pieces we need to make whole cards; (4) each team must work independently from the others; and (5) whole cards are accomplished when the faces of the cards are complete as the original cards looked in the new deck.
As teams worked, tension and frustration crept into the interaction. A scarcity of resources eventually led someone to ask the facilitator, "Can we talk with other groups?" Then teams began sending runners out to find the pieces they needed for their dismembered cards: "Do you guys have Diamonds?" and "That group has the other half of the King of Spades!" Then a woman exclaimed, "Someone has pieces in their pocket--I'm convinced of it!"
Teams had different strategies to accomplish the goal. One team abandoned its table with their pieces displayed for others to take. Another team stayed in place around their pieces and observed as others traded pieces, ultimately assembling the observing team's cards through no effort of their own! One individual explained her behavior and ulterior motive, "I've been giving pieces away so we'll get out of here sooner." Still another team accomplished its understanding of the goal by arranging their cards into wholes by working the back of the cards into a congruent design. That really distressed some individuals who could not see the face side of the cards to see if the pieces they neeed were literally face down. One woman suggested, "Let's put all the pieces on one table," but no one moved to do that: later the teams agreed that it was too much trouble to do it.
When conflict arises, ask questions and listen to perspectives. Do you all understand the goal and how to accomplish it in the same way? What assumptions are apparent as the conversation uncovers misunderstandings, misconceptions, and misinformation? When instuctions or goals are vague or confusing, how do you find your way? Does your team work as independent individuals or as a unified front? Does our team process conflict to determine how to ensure performance and productivity?
After lots of laughs and negotiations, the five teams successfully assembled a deck of cards from 200 pieces in approximately 20 minutes. The surprise: push through the conflicts to identify the opportunities presented and to create the successful results worthy of the participants!
Thursday, June 4, 2009
Personal Connections
Recently, a business associate asked me what universals exist for leading diverse personalities. My colleague mentioned how so many professional training programs incorporate "personality profiles" into the mix for professional skills. We have also read in business literature for more than a decade now about talent retention and management, human capital, social networking, social intelligence, and emotional intelligence. These terms refer to making and maintaining personal connections to ensure the health of our leaders, employees, and organizations.
Psychologists define "personality traits" as those preferred or typical behavior and thinking patterns an individual is most likely to demonstrate. Options for profiles include Myers-Briggs, DiSC, Interact, Strengthfinder, Gregorc's Type Delineator, SELF--among others. Without referring to a profile, however, can we identify some safe, simple, and effective guidelines for interacting with the diversity of people in the workplace?
In answer to this question, consider four competencies integral to creating personal connections: communication, negotiation, management, and teamwork. Leaders and coworkers can increase their human awareness, regardless of specific personality traits and profiles. But, beware: connecting with one another means risking vulerability, so only the courageous need continue reading.
Let's briefly consider communication first. Our communication skills and strategies are foundational to our success. We all want others to talk with us, to be direct with us, and to value our input. Three behaviors we appreciate from our leaders and coworkers are (1) listening without interrupting, (2) asking permission regarding our time and space, and (3) expressing empathy for our emotional and physical well-being.
Second, negotiation skills create a respectful work atmosphere. These skills are extensions of basic communication skills. We all appreciate it when leaders and coworkers are committed to finding commonalities and similarities, honoring fairness through consistent and dignified treatment, and giving forgiveness in the face of unintentional frailty (weakness), flaw (deficiency), or fault (error).
Third, management skills provide a necessary framework in which leaders and coworkers can offer encouragement, accept responsibility, and nurture accountability. When leaders and coworkers are convinced of one another's competence, even when our personal confidence waivers, we can rise to the task at hand. Performance and productivity improve when we have the support and resources from others around us.
Finally, teamwork evolves through sharing credit, showing recognition, and developing trust. Team leaders and team members bond over time and through stressful conditions by carrying the load, jumping the hurdles, and earning the trophies together. If not with all, then always for all of the team!
We hunger for personal connection within the automated and technical workplace. Being treated as a valued and valuable person within the organization, or doing business with the organization, encourages each of us to be a loyal employee, customer, or partner. Begin today to connect with the people around you where you work. It is worth the time and effort!
Psychologists define "personality traits" as those preferred or typical behavior and thinking patterns an individual is most likely to demonstrate. Options for profiles include Myers-Briggs, DiSC, Interact, Strengthfinder, Gregorc's Type Delineator, SELF--among others. Without referring to a profile, however, can we identify some safe, simple, and effective guidelines for interacting with the diversity of people in the workplace?
In answer to this question, consider four competencies integral to creating personal connections: communication, negotiation, management, and teamwork. Leaders and coworkers can increase their human awareness, regardless of specific personality traits and profiles. But, beware: connecting with one another means risking vulerability, so only the courageous need continue reading.
Let's briefly consider communication first. Our communication skills and strategies are foundational to our success. We all want others to talk with us, to be direct with us, and to value our input. Three behaviors we appreciate from our leaders and coworkers are (1) listening without interrupting, (2) asking permission regarding our time and space, and (3) expressing empathy for our emotional and physical well-being.
Second, negotiation skills create a respectful work atmosphere. These skills are extensions of basic communication skills. We all appreciate it when leaders and coworkers are committed to finding commonalities and similarities, honoring fairness through consistent and dignified treatment, and giving forgiveness in the face of unintentional frailty (weakness), flaw (deficiency), or fault (error).
Third, management skills provide a necessary framework in which leaders and coworkers can offer encouragement, accept responsibility, and nurture accountability. When leaders and coworkers are convinced of one another's competence, even when our personal confidence waivers, we can rise to the task at hand. Performance and productivity improve when we have the support and resources from others around us.
Finally, teamwork evolves through sharing credit, showing recognition, and developing trust. Team leaders and team members bond over time and through stressful conditions by carrying the load, jumping the hurdles, and earning the trophies together. If not with all, then always for all of the team!
We hunger for personal connection within the automated and technical workplace. Being treated as a valued and valuable person within the organization, or doing business with the organization, encourages each of us to be a loyal employee, customer, or partner. Begin today to connect with the people around you where you work. It is worth the time and effort!
Monday, May 25, 2009
Stories: More than Words
Somewhere in the Pacific Ocean outside the Asian shores, two US Navy pilots flew a mission. These pilots were perfecting low-flying techniques to avoid radar detection during World War II. Not having found their intended target, however, they could not return to their carrier with the ordinance aboard the planes. The pilots spoke through their radios and agreed to look for any likely target on a close enemy island. Within minutes they discovered a group of buildings and the first pilot flew low with the second plane close behind. The first bomb hit and erupted a thunder of explosions. Shrapnel sprayed and spiraled into the path of the second plane that could not escape the barrage of projectiles. The pilot held his breath and planted his hands firmly on the control. Within seconds, the instruments disengaged as the damage to the plane became ever more clearly evident. The pilot detached the bombs and flew upward as fast and as high as he could go. More shrapnel engulfed the plane. The first pilot was horrified at seeing the encounter his friend faced.
"Andy, Andy! Are you all right?" yelled the first pilot.
The second pilot replied, "I'm still with you! We must have hit an ammunition dump. What fireworks!"
Both planes headed toward the carrier. The first plane would have to land before the limping plane could make an attempt and the likelihood of a crash landing was too good for their liking. Both pilots knew a crash could prevent a safe landing for any plane that immediately followed.
The pilot in the second plane fought for control of his flying machine. It did not want to cooperate. The wings dove and rose in convulsive disagreement. The plane moaned, shrieked, and rattled as Andy intuitively did what he could to comfort and ease it into a steady decline. A hot rush swept through him. Andy knew he had one chance to get the plane down on the runway. He feared the plane would break up if he had to circle and make another pass, and ditching in the sea was an exhausting and expensive alternative that Andy did not want on his record--if he survived the dunk. He had to land on deck. He felt a determination he had not remembered since he was 13 when he jumped out of the third-floor window to prove to those 10 other Boy Scouts they could save themselves from the fire by jumping after him--but that was another story, captured in a newpaper article his mom saved and that his youngest daughter would find fifty-some years later. It was as if he willed the plane to gain stability. The nose tipped downward. He muscled the control and glided to a bumpy stop atop ship. The firefighters rushed over to assist. He unbuckled, unstrapped, and climbed out to a roar of applause. "Lousy approach--helluva landing!" The chant and caption became a lifelong motto: "Turn lousy approaches into magnificent landings." Much later, as Andy related the story to his grandchildren, they heard Andy's finish: "I noticed blood splattered on my flight suit, so I went below deck to get presentable. I washed the blood from my face and arms, and in doing so, I watched my Purple Heart go down the drain!" He chuckled and his grandchildren laughed at his story.
The power of stories can help children and grandchildren know they belong in a family of courage and self-reliance and determination. This can be true of organizations and their employees as well. Think about the stories that inspire you to do your best. Share them--they're more than words! On this Memorial Day 2009, I honor my father, Cdr. Charles Robert Anderson, USN (b. October 20, 1918, d. December 25, 2007), known as Andy to many of his Navy friends.
"Andy, Andy! Are you all right?" yelled the first pilot.
The second pilot replied, "I'm still with you! We must have hit an ammunition dump. What fireworks!"
Both planes headed toward the carrier. The first plane would have to land before the limping plane could make an attempt and the likelihood of a crash landing was too good for their liking. Both pilots knew a crash could prevent a safe landing for any plane that immediately followed.
The pilot in the second plane fought for control of his flying machine. It did not want to cooperate. The wings dove and rose in convulsive disagreement. The plane moaned, shrieked, and rattled as Andy intuitively did what he could to comfort and ease it into a steady decline. A hot rush swept through him. Andy knew he had one chance to get the plane down on the runway. He feared the plane would break up if he had to circle and make another pass, and ditching in the sea was an exhausting and expensive alternative that Andy did not want on his record--if he survived the dunk. He had to land on deck. He felt a determination he had not remembered since he was 13 when he jumped out of the third-floor window to prove to those 10 other Boy Scouts they could save themselves from the fire by jumping after him--but that was another story, captured in a newpaper article his mom saved and that his youngest daughter would find fifty-some years later. It was as if he willed the plane to gain stability. The nose tipped downward. He muscled the control and glided to a bumpy stop atop ship. The firefighters rushed over to assist. He unbuckled, unstrapped, and climbed out to a roar of applause. "Lousy approach--helluva landing!" The chant and caption became a lifelong motto: "Turn lousy approaches into magnificent landings." Much later, as Andy related the story to his grandchildren, they heard Andy's finish: "I noticed blood splattered on my flight suit, so I went below deck to get presentable. I washed the blood from my face and arms, and in doing so, I watched my Purple Heart go down the drain!" He chuckled and his grandchildren laughed at his story.
The power of stories can help children and grandchildren know they belong in a family of courage and self-reliance and determination. This can be true of organizations and their employees as well. Think about the stories that inspire you to do your best. Share them--they're more than words! On this Memorial Day 2009, I honor my father, Cdr. Charles Robert Anderson, USN (b. October 20, 1918, d. December 25, 2007), known as Andy to many of his Navy friends.
Sunday, May 24, 2009
NOMAD Leadership
Nomads wander with no permanent residence other than the portable home they pack. Typically, they light wherever the resources can be found. The lifestyle of the nomad lies in poetry and song. The nomad concept can reveal crucial leadership skills as well.
NOMAD: Narrator, Observer, Model, Ally, and Director
A leader narrates the story, the truth. A leader markets a purpose and demonstrates a mission.
A leader is an observer who readily takes, makes, and shares opportunities. A leader is an informed risk-taker who transitions from hindsight to foresight in a clear vision and direction.
A leader models core values, acts on principle, stands alone when necessary, and operates within an ethical code of conduct.
A leader creates alliances, serves followers, and connects through networking and collaborating.
A leader directs others and delegates tasks while developing key team members.
By telling the story, clarifying the vision, modeling the ethics, allying the team, and directing the efforts, the leader fashions results and benefits that propel a business or a family forward--ever forward.
NOMAD: Narrator, Observer, Model, Ally, and Director
A leader narrates the story, the truth. A leader markets a purpose and demonstrates a mission.
A leader is an observer who readily takes, makes, and shares opportunities. A leader is an informed risk-taker who transitions from hindsight to foresight in a clear vision and direction.
A leader models core values, acts on principle, stands alone when necessary, and operates within an ethical code of conduct.
A leader creates alliances, serves followers, and connects through networking and collaborating.
A leader directs others and delegates tasks while developing key team members.
By telling the story, clarifying the vision, modeling the ethics, allying the team, and directing the efforts, the leader fashions results and benefits that propel a business or a family forward--ever forward.
Wednesday, April 29, 2009
Avoid "You Need To"--Even if They Do Need To!
"You need to..." stirs the embers in me. I immediately want to yell, "No I do not need to...." I became aware of this expression years back when I was teaching parenting skills with a training group at the Women's Correctional Institute in Topeka, Kansas. The guards led with that expression when they spoke to many of the inmates. "You need to take responsibility. You need to be silent. You need to do what you are told. You need to calm down. You need to--." It seemed to be to be a power-tripping command statement which was condescending to the receiver. It burns me to hear it from anyone in the workplace. Later, I became aware of the expression while watching overwelmed and tired parents in grocery stores. "You need to stop hitting your brother. You need to listen to me. You need to leave that stuff alone. You need to quit running around. You need to--." It seemed to me that the expression was used out of a sense of powerlessness which was an abdication of parental effectiveness. It sparks an angry flame in me to hear a teacher say it to my children. Interesting paradox: a power-tripping command or words of powerlessness--neither description is complimentary or professional. Both scenarios demonstrate a misuse of authority inherent in the expression. My suggestion: avoid using that expression--unless, of course you want to offend or charbroil the receiver!
SMARTS-S Goals
The Art of Talking So People Will Listen, by Paul W. Swets, was the first place in print that I read about SMART goals. Now I hear about SMART goals in every organization I work. The S represents specific, the M is measureable, the A is either affirmative or agreed, the R stands for realistic, and the T means time-bound. Goals that are specific rather than general, measurable rather than abstract or vague, affirmative and agreed rather than negative and assigned, realistic rather than idealistic beyond actuality--are achieveable. Yet, we have been duped into thinking that's all there is to pursuing success.
With all due respect, I believe a crucial element has been omitted: the final S. SMART-S goals add a second S for supported. Most goals fail because they are not supported by the employee's peer group, supervisors, and families of origin and invitation. We do not achieve goals in a vacuum. A famous Harvard University study showed that writing out goals made them definite guideposts, and later dedicated signposts, in graduates' lives. I wonder how many of those successful graduates shared the written goals with their support systems. I bet many did! The social, political, financial, and familial contexts impact the success potential of our human efforts. Make sure you have a personal support system and a professional support group that create an encouraging and hope-filled environment in which you can receive nurture and reach success. Without that support, the odds are stacked in favor of frustration, failure, or forfeiture. Who are your supporters? Connect with them and ask them to share affirmations and resources with you.
With all due respect, I believe a crucial element has been omitted: the final S. SMART-S goals add a second S for supported. Most goals fail because they are not supported by the employee's peer group, supervisors, and families of origin and invitation. We do not achieve goals in a vacuum. A famous Harvard University study showed that writing out goals made them definite guideposts, and later dedicated signposts, in graduates' lives. I wonder how many of those successful graduates shared the written goals with their support systems. I bet many did! The social, political, financial, and familial contexts impact the success potential of our human efforts. Make sure you have a personal support system and a professional support group that create an encouraging and hope-filled environment in which you can receive nurture and reach success. Without that support, the odds are stacked in favor of frustration, failure, or forfeiture. Who are your supporters? Connect with them and ask them to share affirmations and resources with you.
Sunday, April 19, 2009
Safety at Every Meeting
One of the best "best practices" I've ever witnessed was during Burlington Northern Santa Fe (BNSF) Railroad training. I was teaching train-the-trainer in Overland Park, KS. Each morning session began with a point person asking for five people who were willing and able to serve the group of participants. Each person would be accountable for one of the following:
1. To deliver CPR, if necessary.
2. To apply the defibrilator device, if necessary.
3. To give the headcount to first responders or rescuers, if necessary.
4. To assist any self-identified person(s) within the group during an emergency evacuation.
5. To call 9-1-1, if nercessary.
I invite you to propose a consistent and comprehensive system for basic safety and survival at all of your organization's meetings. Two minutes to assign volunteers brings life-saving skills and safety commitments to the forefront of all attendees' minds. As an outside consultant at BNSF, I felt reassured that a heart attack, a fire, or a terrorist would be foiled in any dastardly attempt to expire me.
Now get or renew your CPR certification!
1. To deliver CPR, if necessary.
2. To apply the defibrilator device, if necessary.
3. To give the headcount to first responders or rescuers, if necessary.
4. To assist any self-identified person(s) within the group during an emergency evacuation.
5. To call 9-1-1, if nercessary.
I invite you to propose a consistent and comprehensive system for basic safety and survival at all of your organization's meetings. Two minutes to assign volunteers brings life-saving skills and safety commitments to the forefront of all attendees' minds. As an outside consultant at BNSF, I felt reassured that a heart attack, a fire, or a terrorist would be foiled in any dastardly attempt to expire me.
Now get or renew your CPR certification!
Tuesday, March 17, 2009
Metaphors: The Language of Leadership
In her book, The Language of Leadership, Marlene Caroselli, Ph.D., cites metaphors as a significant technique that leaders in all facets of American life use. Whether a religious, political, corporate, or nonprofit leader, the effective communicator uses metaphors to create comfort and an image. A metaphor connects something familiar to the listener or reader to something that is unfamiliar, yet relevant to the discussion. To create comfort around an abstract idea, one might connect it to a concrete object or an action. Martin Luther King, Jr., did this when he likened the Civil Rights Movement to a checking account: one has to make deposits before writing a check on the account! The comfort, at an uncomfortable time in U.S. history, was made with the common experience with banking. This technique assisted understanding in recognizing that patience as well as action are required for significant change to result. Saying "The clouds are galloping across the sky" suggests a connection between clouds and horses moving quickly, and this connection establishes a memorable image.
Another author, Randy Voorhees, wrote The Little Book of Golf Slang. Using an extended metaphor of golf, I'd like to share 13 lessons about leadership I culled from this book.
1. Soar like an eagle, and play like an "albatross" (three under par).
2. Strike boldly so as not to land on the "amateur side" (low side) of the hole.
3. Make par despite the "barky" (hitting a tree), the "beach" (sand obstacles), and the cabbage (the rough). Obstacles embed themselves into the business fairway. Be ready to readjust and to advance toward the goal on schedule and with the remaining resources.
4. Be aware of the "cellophane bridge" (invisible barrier over the hole). Investigate and eliminate these internal and external obstacles to support your team in achieving the goal.
5. Lay a "carpet" (well-manicured fairway) to clear a pathway for success. Remove "fuzzy" areas (unmowed fairway) by clarifying objectives, identifying standards and expectation, and verifying efficient methods.
6. Follow the guideline of "plates" (yardage markers) on golf courses for attaining goals: note how far or close the success is in a visual display to motivate teams, employees, and customers.
7. "Drive for show, and putt for dough." Remember the revenue is often in winning the sale with the details and performing beyond expectations--par or under. Also, "long and wrong" (distance and direction, respectively) is inefficient and self-defeating, even though the effort was amazing!
8. Learn from others by "going to school" (observing putts and chips) getting professional development, and benchmarking. Be a role model for continuous learning.
9. Know your strengths and limitations: "Horses for courses" (one player--horse--may do best on a particular course). Keep this in mind when selecting, developing, and retaining human resources.
10. Cultivate an ethical culture void of "hunching" (illegally moving the ball closer to the hole) and "pencil hockey" (recording a more favorable score than actually earned). Internal audits and legitimate recognition for tasks done well will help in this process.
11. Be "in the pocket" (ending play by placing the ball in the pocket) by conceding in a timely fashion. This will conserve time, energy, and resources; it will also end the frustration of going in the wrong direction, having an unclear purpose, or missing an uncontrollable obstacle.
12. Avoid complainers who gripe about being "robbed" (not getting what they want even when their own performance keeps them from getting what they want) and "hackers" (a harsh term for those who do not perform well). They can drain the positive out of you and everyone within 100 feet. "Duffers" (a gentle term for those who do not perform well) may be having an off day or a short-term issue that is reversible with patience, empathy, coaching, or training.
13. Asking good performers to take a "victory lap" (the ball spins around the inside of the hole before coming to a rest) shows that you value reward and recognition for a job done well. People appreciate being appreciated! How cool would it be to organize an organization-wide, unit-wide, division-wide, department-wide, or team-wide victory lap around the building in celebration of something significant or simply fun!
Finally, remember that "going into the hole" is only good in golf!
Another author, Randy Voorhees, wrote The Little Book of Golf Slang. Using an extended metaphor of golf, I'd like to share 13 lessons about leadership I culled from this book.
1. Soar like an eagle, and play like an "albatross" (three under par).
2. Strike boldly so as not to land on the "amateur side" (low side) of the hole.
3. Make par despite the "barky" (hitting a tree), the "beach" (sand obstacles), and the cabbage (the rough). Obstacles embed themselves into the business fairway. Be ready to readjust and to advance toward the goal on schedule and with the remaining resources.
4. Be aware of the "cellophane bridge" (invisible barrier over the hole). Investigate and eliminate these internal and external obstacles to support your team in achieving the goal.
5. Lay a "carpet" (well-manicured fairway) to clear a pathway for success. Remove "fuzzy" areas (unmowed fairway) by clarifying objectives, identifying standards and expectation, and verifying efficient methods.
6. Follow the guideline of "plates" (yardage markers) on golf courses for attaining goals: note how far or close the success is in a visual display to motivate teams, employees, and customers.
7. "Drive for show, and putt for dough." Remember the revenue is often in winning the sale with the details and performing beyond expectations--par or under. Also, "long and wrong" (distance and direction, respectively) is inefficient and self-defeating, even though the effort was amazing!
8. Learn from others by "going to school" (observing putts and chips) getting professional development, and benchmarking. Be a role model for continuous learning.
9. Know your strengths and limitations: "Horses for courses" (one player--horse--may do best on a particular course). Keep this in mind when selecting, developing, and retaining human resources.
10. Cultivate an ethical culture void of "hunching" (illegally moving the ball closer to the hole) and "pencil hockey" (recording a more favorable score than actually earned). Internal audits and legitimate recognition for tasks done well will help in this process.
11. Be "in the pocket" (ending play by placing the ball in the pocket) by conceding in a timely fashion. This will conserve time, energy, and resources; it will also end the frustration of going in the wrong direction, having an unclear purpose, or missing an uncontrollable obstacle.
12. Avoid complainers who gripe about being "robbed" (not getting what they want even when their own performance keeps them from getting what they want) and "hackers" (a harsh term for those who do not perform well). They can drain the positive out of you and everyone within 100 feet. "Duffers" (a gentle term for those who do not perform well) may be having an off day or a short-term issue that is reversible with patience, empathy, coaching, or training.
13. Asking good performers to take a "victory lap" (the ball spins around the inside of the hole before coming to a rest) shows that you value reward and recognition for a job done well. People appreciate being appreciated! How cool would it be to organize an organization-wide, unit-wide, division-wide, department-wide, or team-wide victory lap around the building in celebration of something significant or simply fun!
Finally, remember that "going into the hole" is only good in golf!
Mind Tricks for Remembering
Leaders can use a technique that great teachers use: mnemonics, or memory devices. These mind tricks help people learn critical information and communicate it in an accessible way for others to remember. I can still remember my piano scale from decades ago: "Every Good Boy Does Fine" (EGBDF). Proof of the power of novel ways to impact memory function! Two pertinent examples for today's leaders follow: learning the nine protected classes and the five components that define culture.
Knowing the classes of people who are protected by law is essential for leaders to avoid lawsuits and to show respect for all people within an organization. "Get NASCAR-REV-D" is a simple way to remember National origin, Age of 40 and over, Sex meaning gender and not orientation, Color, And (a reminder there five are more), Race, Religion, Ethnicity, Veterans, and Disabled. Consider the image of this explanation: Both genders of many national origins and ethnic groups drive brightly colored cars in a race for the finish line where the disabled vehicles and aged veterans are celebrated like a religion on a holy day. "Get NASCAR-REV-D" helps interviewers and reviewers stay out of trouble!
When developing a national or regional culture or a corporate or nonprofit culture, five components require attention: Values, Appearance, Unique food, Language, and Traditions. Use the VAULT acrostic to remember that the people in your organization that you treasure are kept safe in your VAULT. Finding ways to differentiate your organization is a serious branding and marketing objective. Core values help leaders formulate mission and vision statements that keep everyone within the organization focused on common goals and clarify the purpose of the organization to customers and competitors.
One's skin color, hair color and texture, physique, and facial characteristics have been noted as differentiators for family, national, racial, and ethnic units for centuries. The resemblance is noted easily. Likewise costumes of heritage and wealth are easy to recognize as differentiators: kilts, Plains Indian headdress, cowboy hat and boots, denim jeans, Prada accessories,and any brand name garment. Appearance helps leaders develop a sense of belongingness to the organizational family with uniforms (Southwest Airlines), logos (branding such as golden double arches for McDonald's), identifying colors (brown for UPS), volumpuous female physique (Hooters), and any other attribute for bodies and clothing.
Unique food is obvious for a national or regional culture; for example, just think of Americans and hamburgers come to mind, Germans remind us of beer and brats, and Mexicans remind us of salsa and tortillas. Perhaps an on-site cafeteria or vending machines define your organization's "unique food." Maybe it's a 15-minute bag lunch at your desk or group jaunts to a local restaurant.
The language will address the jargon of your industry and the regionalisms of your geographical environment. Grammar becomes a part of this language component as well. You may also have special terms for products and services, some of which may be registered trademarks, copyrights, or pattens. In our global market, many telemarketers have accents from around the world and organizations are owned by managements located in other countries. These language differentiators become part of the organization's identity.
Finally, traditions may include award ceremonies, annual picnics, promotion from within, an organization song or cheer, innovative or conservative perspectives, quarterly performance appraisals, management by objectives, safety audits, regulatory compliance, Six Sigma, and/or official and unofficial codes of conduct. A treasured culture is kept in a VAULT!
Simple mind tricks can empower leaders, employees, and students with the knowledge they need to perform successfully. It's worth a few minutes to create a mnemonic for fast, complete retrieval of essential information. Afterall, "every good boy [and girl] does fine!"
Knowing the classes of people who are protected by law is essential for leaders to avoid lawsuits and to show respect for all people within an organization. "Get NASCAR-REV-D" is a simple way to remember National origin, Age of 40 and over, Sex meaning gender and not orientation, Color, And (a reminder there five are more), Race, Religion, Ethnicity, Veterans, and Disabled. Consider the image of this explanation: Both genders of many national origins and ethnic groups drive brightly colored cars in a race for the finish line where the disabled vehicles and aged veterans are celebrated like a religion on a holy day. "Get NASCAR-REV-D" helps interviewers and reviewers stay out of trouble!
When developing a national or regional culture or a corporate or nonprofit culture, five components require attention: Values, Appearance, Unique food, Language, and Traditions. Use the VAULT acrostic to remember that the people in your organization that you treasure are kept safe in your VAULT. Finding ways to differentiate your organization is a serious branding and marketing objective. Core values help leaders formulate mission and vision statements that keep everyone within the organization focused on common goals and clarify the purpose of the organization to customers and competitors.
One's skin color, hair color and texture, physique, and facial characteristics have been noted as differentiators for family, national, racial, and ethnic units for centuries. The resemblance is noted easily. Likewise costumes of heritage and wealth are easy to recognize as differentiators: kilts, Plains Indian headdress, cowboy hat and boots, denim jeans, Prada accessories,and any brand name garment. Appearance helps leaders develop a sense of belongingness to the organizational family with uniforms (Southwest Airlines), logos (branding such as golden double arches for McDonald's), identifying colors (brown for UPS), volumpuous female physique (Hooters), and any other attribute for bodies and clothing.
Unique food is obvious for a national or regional culture; for example, just think of Americans and hamburgers come to mind, Germans remind us of beer and brats, and Mexicans remind us of salsa and tortillas. Perhaps an on-site cafeteria or vending machines define your organization's "unique food." Maybe it's a 15-minute bag lunch at your desk or group jaunts to a local restaurant.
The language will address the jargon of your industry and the regionalisms of your geographical environment. Grammar becomes a part of this language component as well. You may also have special terms for products and services, some of which may be registered trademarks, copyrights, or pattens. In our global market, many telemarketers have accents from around the world and organizations are owned by managements located in other countries. These language differentiators become part of the organization's identity.
Finally, traditions may include award ceremonies, annual picnics, promotion from within, an organization song or cheer, innovative or conservative perspectives, quarterly performance appraisals, management by objectives, safety audits, regulatory compliance, Six Sigma, and/or official and unofficial codes of conduct. A treasured culture is kept in a VAULT!
Simple mind tricks can empower leaders, employees, and students with the knowledge they need to perform successfully. It's worth a few minutes to create a mnemonic for fast, complete retrieval of essential information. Afterall, "every good boy [and girl] does fine!"
Tuesday, March 10, 2009
Saying "I'm Sorry"
Corporate attorneys get nervous when managers or other agents offer apologies to internal or external customers. For good reason: an apology suggests guilt and a confession can cost a company a lot of dollars in a lawsuit settlement. Nonetheless, leaders make apologies!
Consider the Tylenol company that apologized to the nation when a crazy person altered products with death-producing results. The company was not responsible for the deaths, yet took full responsibility for the opportunity their products created. Tylenol recalled all of their products from America's shelves--a multimillion-dollar decision. Tylenol officials followed all the steps for an effective apology. Ultimately, hamper-proof caps and labels came out of the misfortunate situation, and American consumers had increasing respect for one company's board of directors. Their apology was "the right thing to do."
Also, consider Bill Clinton's apology to the nation for lying during his presidency.
The country was torn whether the broadcasted comments were really an an apolgy or just regret for getting caught in a lie. Clinton did not follow all of the steps for an effective apology. His apology was manipulative.
Steps for Making an Effective Apology:
• Thank the readers/listeners for their concern and willingness to bring the situation to your attention.
• Describe the situation as you understand it.
• State your regret and/or responsibility: "I am/We are sorry." "I was wrong."
• Optional: Explain why the situation occurred and what you will do to ensure it never happens again.
• State a suggestion for remedy or offer a choice for approval to correct the situation: refund, exchange, free upgrade, or something else of value to replace the loss.
• Offer a gesture of goodwill in addition to the remedy when possible: a coupon, gift certificate, or free service.
• Thank your reader/listener for the opportunity to mend the relationship and maintain trust.
According to research, if customer service representatives follow this procedure, 95%of disgruntled customers will remain loyal—even more committed to the organization than they were before the dissatisfaction!
Apology is strategic plan for damage control. Apology is also a sign of character. When a leader apologizes and explains a situation from his/her perspective, people listen and learn. The best leader I ever saw was my dad--a former US Navy pilot, American Airlines manager, and entrepreneur. When I had used poor judgment and dismissed my mom and dad's rules of conduct, I expected a spanking. (I was 12 when I was last diciplined with a spanking for jumping on the bed. Breaking a bed in a home with seven children or risking an emergency-room run was unacceptable.) Yet, after each spanking, within 15 minutes, Daddy would come to my room and apologize for being upset over my infraction, calmly teach me what I had done wrong, clarify his expectation for the future, hug me and say, "I love you." Not wanting to disappoint my dad, I rarely did anything that I thought would result in his displeasure. Still, he apologied to me and that always elicited tears and an apology from me!
How refreshing it would be for leaders in organizations to admit when and why they were wrong, disguided, misinformed, underinformed, or thoughtless in any way. No doubt, improving trust, relationships, loyalty, and retention would result!
Consider the Tylenol company that apologized to the nation when a crazy person altered products with death-producing results. The company was not responsible for the deaths, yet took full responsibility for the opportunity their products created. Tylenol recalled all of their products from America's shelves--a multimillion-dollar decision. Tylenol officials followed all the steps for an effective apology. Ultimately, hamper-proof caps and labels came out of the misfortunate situation, and American consumers had increasing respect for one company's board of directors. Their apology was "the right thing to do."
Also, consider Bill Clinton's apology to the nation for lying during his presidency.
The country was torn whether the broadcasted comments were really an an apolgy or just regret for getting caught in a lie. Clinton did not follow all of the steps for an effective apology. His apology was manipulative.
Steps for Making an Effective Apology:
• Thank the readers/listeners for their concern and willingness to bring the situation to your attention.
• Describe the situation as you understand it.
• State your regret and/or responsibility: "I am/We are sorry." "I was wrong."
• Optional: Explain why the situation occurred and what you will do to ensure it never happens again.
• State a suggestion for remedy or offer a choice for approval to correct the situation: refund, exchange, free upgrade, or something else of value to replace the loss.
• Offer a gesture of goodwill in addition to the remedy when possible: a coupon, gift certificate, or free service.
• Thank your reader/listener for the opportunity to mend the relationship and maintain trust.
According to research, if customer service representatives follow this procedure, 95%of disgruntled customers will remain loyal—even more committed to the organization than they were before the dissatisfaction!
Apology is strategic plan for damage control. Apology is also a sign of character. When a leader apologizes and explains a situation from his/her perspective, people listen and learn. The best leader I ever saw was my dad--a former US Navy pilot, American Airlines manager, and entrepreneur. When I had used poor judgment and dismissed my mom and dad's rules of conduct, I expected a spanking. (I was 12 when I was last diciplined with a spanking for jumping on the bed. Breaking a bed in a home with seven children or risking an emergency-room run was unacceptable.) Yet, after each spanking, within 15 minutes, Daddy would come to my room and apologize for being upset over my infraction, calmly teach me what I had done wrong, clarify his expectation for the future, hug me and say, "I love you." Not wanting to disappoint my dad, I rarely did anything that I thought would result in his displeasure. Still, he apologied to me and that always elicited tears and an apology from me!
How refreshing it would be for leaders in organizations to admit when and why they were wrong, disguided, misinformed, underinformed, or thoughtless in any way. No doubt, improving trust, relationships, loyalty, and retention would result!
Tuesday, March 3, 2009
What's in a Name?
People often ask me how to remember names in business settings. Making your name memorable for others is a way to help other people remember your name. My friend of many years, Anne Baber, says, "That's Anne with an E and Babe with an R." Clever of her to have such a fortunate name!
My name, Karen Lynne Anderson, means "Pure Waterfall Son of Andrew." Somehow it does not tickle the memory, and people often say, "What was your name again?" as if I changed it during the few moments of awkward conversation we just had. I have discovered that exchanging names best works for all parties after a brief dialog has revealed some character hook on which to hang the name in memory. For instance, "Karen is a caring person," and "Karen And-er-son own a construction company."
Lots of research regarding names is available on the Internet. One study that's emblazened on my mind stated that people with typical, common first names are more likely to be liked by teachers, so these students do well in school. In contrast, unusual names grab attention and lead to leadership opportunities, according to the same study. An interesting observation in another study determined Wayne is the most common name, either first or middle name, for people convicted of crimes, especially serial killers. Ouch!
During learning events, people like their names spoken and evaluate their presenters with high scores for pronouncing people's names correctly and for using them appropriately. in writing research, a correct and specific salutation is more likely rewarded with a reader taking time to read the message than an unpreferred name or title. In other words, "Dear Karen" works better than "Dear Valued Customer" or "Hi, Mr. Karen Anderson."
Another note on the courtesy title: be aware that "Mrs." means "married to," so the name that follows is traditionally the man's name: Mrs. Charles R. Anderson rather than Mrs. Betty L. Anderson. If a woman's last name is different from her husband's, she can be addressed as "Ms. Anderson" (her family name) instead of "Mrs. Langhofer" (his family name).
Finally, a point regarding proper introductions: The person with the higher status, such as a boss, is introduced to the person with the lower status, such as a new employee. For example, "Lee, I'd like you to meet Dr. Howard, the chair of our board of directors." If both parties are peers and one is female, the woman is introduced to the man as a matter of custom. "John, please meet Vicki Smith."
Name recognition and identity theft are topics of discussion at many networking events--and no wonder: names are pivot points in sales, arguments, and influence.
My name, Karen Lynne Anderson, means "Pure Waterfall Son of Andrew." Somehow it does not tickle the memory, and people often say, "What was your name again?" as if I changed it during the few moments of awkward conversation we just had. I have discovered that exchanging names best works for all parties after a brief dialog has revealed some character hook on which to hang the name in memory. For instance, "Karen is a caring person," and "Karen And-er-son own a construction company."
Lots of research regarding names is available on the Internet. One study that's emblazened on my mind stated that people with typical, common first names are more likely to be liked by teachers, so these students do well in school. In contrast, unusual names grab attention and lead to leadership opportunities, according to the same study. An interesting observation in another study determined Wayne is the most common name, either first or middle name, for people convicted of crimes, especially serial killers. Ouch!
During learning events, people like their names spoken and evaluate their presenters with high scores for pronouncing people's names correctly and for using them appropriately. in writing research, a correct and specific salutation is more likely rewarded with a reader taking time to read the message than an unpreferred name or title. In other words, "Dear Karen" works better than "Dear Valued Customer" or "Hi, Mr. Karen Anderson."
Another note on the courtesy title: be aware that "Mrs." means "married to," so the name that follows is traditionally the man's name: Mrs. Charles R. Anderson rather than Mrs. Betty L. Anderson. If a woman's last name is different from her husband's, she can be addressed as "Ms. Anderson" (her family name) instead of "Mrs. Langhofer" (his family name).
Finally, a point regarding proper introductions: The person with the higher status, such as a boss, is introduced to the person with the lower status, such as a new employee. For example, "Lee, I'd like you to meet Dr. Howard, the chair of our board of directors." If both parties are peers and one is female, the woman is introduced to the man as a matter of custom. "John, please meet Vicki Smith."
Name recognition and identity theft are topics of discussion at many networking events--and no wonder: names are pivot points in sales, arguments, and influence.
Friday, February 27, 2009
Change: New, Now, and Next
Change is blowing through the economic fabric of our country as we air dirty laundry in the credit and banking industries. External change billows and engulfs us like exploding airbags through the steering wheel. I remember a former student who walked into class with half of her face and neck bloodied and bruised in an auto accident in which her tires hit the curb at 25 miles per hour. She could have starred in a horror film and the make-up artists would have been nominated for an Academy Award. Change can smack us in the face and shock us into examining our own contributing behavior that can lead to internal change for individuals and organizations. As we each deal with what we could have done and steel ourselves for the future, we can pause to consider the characteristics of change--and our grief over losing the way of the past--to anticipate what's new, what's now, and what's next.
In studying the ultimate life change, Elizabeth Kubler-Ross wrote On Death and Dying decades ago. In it, she describes the stages of grief: (1) shock and denial, (2) anger, (3) depression and detachment, (4) dialogue and bargaining, and (5) acceptance of the inevitable. Since then, researchers have superimposed this list of stages into other life-changing events besides death and dying. Loss of job and divorce are two such events. Many people are experiencing these situations now. Usually these are changes people did not ask for and they feel pretty battered, blindsided, and betrayed. Getting on with one's life and healing can take a while, a long while.
Some changes may be more welcome, however. What about making a change to lift ourselves out of a rut, or making a change to avoid ditching our entire operation? In Donald L. Kirkpatrick's How to Manage Change Effectively, he identifies the steps for establishing change: (1) Assess the need or desire for change; (2) Make a tentative plan; (3) Consider alternatives and likely consequences; (4) Decide on a plan of action; (5) Set a timetable; (6) Communicate the change; (7) Implement and evaluate the change. The Society for Human Resource Management (SHRM) recommends this change model. In most circumstances, I would suggest that leaders begin communicating the change and their commitment to it before gossip and rumors fly.
Trust in leaders is damaged severely when employees hear about change on the nightly news, through a social Internet site, or in the local newspaper. This is the same in families, too. The parents should communicate buying and living changes to the children who are old enough to ask for items during a shopping trip. Changes make the rules shift, so making sure everyone understands--even if they do not agree--is essential for successfully surviving the change together. To know how difficult it is to achieve change individually, just think about the New Year's resolutions that met with disappointment and excuse last month.
I remember a useful bit of advice regarding positive change. In July 2004, I read an article by Rhonda Abrams entitled "Successful Business Strategies" in The Costco Connection. She says to contemplate the situation first,then reframe it into a positive outcome, and plan realistic action steps. Then commit by expecting and visualizing a successful result. Next, follow through with the plan, and recommit when needed and as many times as needed. Finally, habituate the change by integrating new behaviors. These seven steps reflect my experience when I choose to embrace successful change.
When a external change hits you in the face, I invite you to reflect on how these steps can help you survive a successful internal change in your life, lifestyle, family, or career. Bottom line: change will happen, so determine what you will learn from living through it. Take a deep breath and begin blowing--and moving forward through now, to what's new and what's next.
In studying the ultimate life change, Elizabeth Kubler-Ross wrote On Death and Dying decades ago. In it, she describes the stages of grief: (1) shock and denial, (2) anger, (3) depression and detachment, (4) dialogue and bargaining, and (5) acceptance of the inevitable. Since then, researchers have superimposed this list of stages into other life-changing events besides death and dying. Loss of job and divorce are two such events. Many people are experiencing these situations now. Usually these are changes people did not ask for and they feel pretty battered, blindsided, and betrayed. Getting on with one's life and healing can take a while, a long while.
Some changes may be more welcome, however. What about making a change to lift ourselves out of a rut, or making a change to avoid ditching our entire operation? In Donald L. Kirkpatrick's How to Manage Change Effectively, he identifies the steps for establishing change: (1) Assess the need or desire for change; (2) Make a tentative plan; (3) Consider alternatives and likely consequences; (4) Decide on a plan of action; (5) Set a timetable; (6) Communicate the change; (7) Implement and evaluate the change. The Society for Human Resource Management (SHRM) recommends this change model. In most circumstances, I would suggest that leaders begin communicating the change and their commitment to it before gossip and rumors fly.
Trust in leaders is damaged severely when employees hear about change on the nightly news, through a social Internet site, or in the local newspaper. This is the same in families, too. The parents should communicate buying and living changes to the children who are old enough to ask for items during a shopping trip. Changes make the rules shift, so making sure everyone understands--even if they do not agree--is essential for successfully surviving the change together. To know how difficult it is to achieve change individually, just think about the New Year's resolutions that met with disappointment and excuse last month.
I remember a useful bit of advice regarding positive change. In July 2004, I read an article by Rhonda Abrams entitled "Successful Business Strategies" in The Costco Connection. She says to contemplate the situation first,then reframe it into a positive outcome, and plan realistic action steps. Then commit by expecting and visualizing a successful result. Next, follow through with the plan, and recommit when needed and as many times as needed. Finally, habituate the change by integrating new behaviors. These seven steps reflect my experience when I choose to embrace successful change.
When a external change hits you in the face, I invite you to reflect on how these steps can help you survive a successful internal change in your life, lifestyle, family, or career. Bottom line: change will happen, so determine what you will learn from living through it. Take a deep breath and begin blowing--and moving forward through now, to what's new and what's next.
Saturday, February 21, 2009
Choose Words Strategically
In How to Say It at Work (pages 16-17), Jack Griffin says to avoid these 53 words:
I, me, you, yours, afraid, bad luck, blame, cannot, cheated, circumstances, cornered, crisis, delay, delinquent, demand, disaster, excuse, experiment, fail, fault, fear, final, forgot, frustrating, guess, hopeless, impossible, impractical, inadequate, insist, loser, loss, lost, make do, must, nervous, no, non-negotiable, one-time offer, overlooked, panic, relax, slipped, sorry, stupid, tired, unaware, unfair, unreasonable, wasted.
The author calls this “vocabulary of limitation,” and I believe he’s on to something. Researchers in psycholinguistics would agree. Note that “avoid” from the opening sentence is not the same as eliminate. We should become aware of where, when, and how we express any of those words in Griffin's list because the word content (meaning)and context can override our intent. Words have a huge impact on behavior and outcome. Good leaders recognize this impact.
Vince Lombardi, the great football coach, was asked in an interview once about how he talked to his team to motivate them. His answer centered on pronouns: I, you, and we. His advice follows. Use "I" to limit bad news: "Our loss today means I failed to coach the team well this week." Use "you" to deliver good news: "You won!" Use "we" to frame neutral, legal, company, or collaborative news: "We have a moral and ethical obligation to our fans to do our best"; "We can do this together if we each commit to do what it takes to achieve our part."
To influence others' behavior and outcomes, be careful of language that limits and use pronouns strategically.
I, me, you, yours, afraid, bad luck, blame, cannot, cheated, circumstances, cornered, crisis, delay, delinquent, demand, disaster, excuse, experiment, fail, fault, fear, final, forgot, frustrating, guess, hopeless, impossible, impractical, inadequate, insist, loser, loss, lost, make do, must, nervous, no, non-negotiable, one-time offer, overlooked, panic, relax, slipped, sorry, stupid, tired, unaware, unfair, unreasonable, wasted.
The author calls this “vocabulary of limitation,” and I believe he’s on to something. Researchers in psycholinguistics would agree. Note that “avoid” from the opening sentence is not the same as eliminate. We should become aware of where, when, and how we express any of those words in Griffin's list because the word content (meaning)and context can override our intent. Words have a huge impact on behavior and outcome. Good leaders recognize this impact.
Vince Lombardi, the great football coach, was asked in an interview once about how he talked to his team to motivate them. His answer centered on pronouns: I, you, and we. His advice follows. Use "I" to limit bad news: "Our loss today means I failed to coach the team well this week." Use "you" to deliver good news: "You won!" Use "we" to frame neutral, legal, company, or collaborative news: "We have a moral and ethical obligation to our fans to do our best"; "We can do this together if we each commit to do what it takes to achieve our part."
To influence others' behavior and outcomes, be careful of language that limits and use pronouns strategically.
Friday, February 20, 2009
Tips for Bosses
In 1996 a former student of mine, Mr. Babu Cherin wrote this list of "10 Ways to be an Effective Boss":
1. Get to know your people.
2. Provide timely training.
3. Set measurable performance standards.
4. Be open-minded.
5. Provide information about business goals.
6. Give credit for good work.
7. Delegate authority.
8. Be accessible to consult.
9. Spend a buck.
10. Pay for performance.
He captured great advice that I refer to frequently. Coming across this list reminded me of four others to share with you.
A retired colleague of mine, Mr. Ted Findlay of Orlando, Florida, cites these "10 Job Responsibilities" for every employee, regardless of job description:
1. Be on time.
2. Be there.
3. Act like a professional.
4. Be productive.
5. Produce quality work.
6. Meet deadlines.
7. Communicate well.
8. Learn more.
9. Control expense.
10. Be safety-minded.
Even the president of the company is evaluated by employees on these responsibilities! Keep them in front of you as a daily reminder of factors that influence others’ perceptions of your work.
I confess I do not remember where this list of "7 Job Stressors" originated. Nonetheless, bosses must be aware of these situations and symptoms to be effective in leading, managing, and supervising others.
1. Unclear directions
2. Conflicting demands or values
3. Too much or too little time
4. Techno-stress
5. Hopeless problems
6. Negative feedback or unresolved conflict
7. Contagious stress carriers (people whose stress, worry, negativity, and anxiety are “contagious”)
We might list a timely addition: 8. Possible cut-backs and lay-offs.
William M. Easum, consultant and author, provided the following list "7 Keys for Quantum Organizations" to describe amazing companies:
1. Trust
2. Common mission
3. Freedom
4. Decision autonomy
5. Decentralization
6. Network
7. Collaboration
This list is as pertinent todayas it was when it was composed.
Frederick Hertzberg, famous psychologist, offers a list of "8 Motivators":
1. Feedback about results
2. Direct access to customer
3. Learning a skill
4. Unique, specialized job
5. Freedom to schedule
6. Resources as needed
7. Communication authority
8. Personal accountability
What an organizational assessment the five lists above create. If bosses consider how employees can have responsible choices and take reasonable control, employees would be better motivated to perform their jobs well.
A final list, Abraham Maslow's "Hierarchy of Human Needs," is worth a mention before closing. The top need is to become the most we can become. The second and third needs suggest the significance of regarding ourselves in a healthy way and in being a part of a supportive group. Toward the bottom of the list are the needs that we require to stay alive and function. Those employees who struggle to maintain rent and mortgages and to provide food for their families usually have little energy left to be enthusiastic and innovative on the job. What can bosses do in the workplace to offer support for struggling employees? Clearly, any encouragement and empowerment that bosses can provide can have a positive affect for the health of the employees and the organization.
1. Self-actualization
2. Esteem
3. Belongingness
4. Safety
5. Survival
Lots to think and talk about in our uncertain economic times.
1. Get to know your people.
2. Provide timely training.
3. Set measurable performance standards.
4. Be open-minded.
5. Provide information about business goals.
6. Give credit for good work.
7. Delegate authority.
8. Be accessible to consult.
9. Spend a buck.
10. Pay for performance.
He captured great advice that I refer to frequently. Coming across this list reminded me of four others to share with you.
A retired colleague of mine, Mr. Ted Findlay of Orlando, Florida, cites these "10 Job Responsibilities" for every employee, regardless of job description:
1. Be on time.
2. Be there.
3. Act like a professional.
4. Be productive.
5. Produce quality work.
6. Meet deadlines.
7. Communicate well.
8. Learn more.
9. Control expense.
10. Be safety-minded.
Even the president of the company is evaluated by employees on these responsibilities! Keep them in front of you as a daily reminder of factors that influence others’ perceptions of your work.
I confess I do not remember where this list of "7 Job Stressors" originated. Nonetheless, bosses must be aware of these situations and symptoms to be effective in leading, managing, and supervising others.
1. Unclear directions
2. Conflicting demands or values
3. Too much or too little time
4. Techno-stress
5. Hopeless problems
6. Negative feedback or unresolved conflict
7. Contagious stress carriers (people whose stress, worry, negativity, and anxiety are “contagious”)
We might list a timely addition: 8. Possible cut-backs and lay-offs.
William M. Easum, consultant and author, provided the following list "7 Keys for Quantum Organizations" to describe amazing companies:
1. Trust
2. Common mission
3. Freedom
4. Decision autonomy
5. Decentralization
6. Network
7. Collaboration
This list is as pertinent todayas it was when it was composed.
Frederick Hertzberg, famous psychologist, offers a list of "8 Motivators":
1. Feedback about results
2. Direct access to customer
3. Learning a skill
4. Unique, specialized job
5. Freedom to schedule
6. Resources as needed
7. Communication authority
8. Personal accountability
What an organizational assessment the five lists above create. If bosses consider how employees can have responsible choices and take reasonable control, employees would be better motivated to perform their jobs well.
A final list, Abraham Maslow's "Hierarchy of Human Needs," is worth a mention before closing. The top need is to become the most we can become. The second and third needs suggest the significance of regarding ourselves in a healthy way and in being a part of a supportive group. Toward the bottom of the list are the needs that we require to stay alive and function. Those employees who struggle to maintain rent and mortgages and to provide food for their families usually have little energy left to be enthusiastic and innovative on the job. What can bosses do in the workplace to offer support for struggling employees? Clearly, any encouragement and empowerment that bosses can provide can have a positive affect for the health of the employees and the organization.
1. Self-actualization
2. Esteem
3. Belongingness
4. Safety
5. Survival
Lots to think and talk about in our uncertain economic times.
Thursday, February 19, 2009
Giving Feedback
Five simple questions can help you decide what to say and how to phrase your message, comment, or feedback:
1. Is it timely?
Determine if now is the appropriate time and place. Praise can be public, yet criticism should be private. If you say a negative and follow it minutes later with a positive, it stands to reason the receiver will probably be confused and distrustful because of the mixed message. Therefore, your transitions and explanations of the shift in focus become essential. Example: “Your behavior is unacceptable. I cannot allow it to continue….. You are a highly skilled technician whose work we value.” Turn this around: “You are a highly skilled technician whose work we value. So, let’s talk about what just happened. Tell me what caused that behavior.”
2. Is it truthful?
Use gentle honesty rather than cruel honesty. Use questions to get at painful reality. Example: “How might that behavior affect the team’s morale?” rather than “You have a negative impact on the team’s morale.” We all tend to believe what we say, so asking a question to encourage someone to say the truth is more effective than telling that person what you perceive the truth to be. Besides, you will also get information regarding that person’s interpretation of reality by listening to the answer.
3. Is it wanted?
Remember to get permission before delivering feedback or instruction. Example: “Would you like to know an easier or faster way of doing that task?” This gets buy-in that can lead to a committed change in behavior or perspective.
4. Is it helpful?
Some people flourish on negative attention, so they may want what is not helpful. Strange but true! Determine if someone can grow or be productive as a result of this message. Complaining and criticizing is not helpful without coaching. Telling someone what not to do is a waste of time if you cannot share with them what to do.
5. Is it respectful?
Check the wording and tone of the message to save face and protect dignity. Avoid limiting language, inflammatory wording, and biased perspectives.
When you have five affirmative answers to those questions, you have a successful communication. If any one of those answers is no, you will want to think about your message; content, context, and intent some more.
1. Is it timely?
Determine if now is the appropriate time and place. Praise can be public, yet criticism should be private. If you say a negative and follow it minutes later with a positive, it stands to reason the receiver will probably be confused and distrustful because of the mixed message. Therefore, your transitions and explanations of the shift in focus become essential. Example: “Your behavior is unacceptable. I cannot allow it to continue….. You are a highly skilled technician whose work we value.” Turn this around: “You are a highly skilled technician whose work we value. So, let’s talk about what just happened. Tell me what caused that behavior.”
2. Is it truthful?
Use gentle honesty rather than cruel honesty. Use questions to get at painful reality. Example: “How might that behavior affect the team’s morale?” rather than “You have a negative impact on the team’s morale.” We all tend to believe what we say, so asking a question to encourage someone to say the truth is more effective than telling that person what you perceive the truth to be. Besides, you will also get information regarding that person’s interpretation of reality by listening to the answer.
3. Is it wanted?
Remember to get permission before delivering feedback or instruction. Example: “Would you like to know an easier or faster way of doing that task?” This gets buy-in that can lead to a committed change in behavior or perspective.
4. Is it helpful?
Some people flourish on negative attention, so they may want what is not helpful. Strange but true! Determine if someone can grow or be productive as a result of this message. Complaining and criticizing is not helpful without coaching. Telling someone what not to do is a waste of time if you cannot share with them what to do.
5. Is it respectful?
Check the wording and tone of the message to save face and protect dignity. Avoid limiting language, inflammatory wording, and biased perspectives.
When you have five affirmative answers to those questions, you have a successful communication. If any one of those answers is no, you will want to think about your message; content, context, and intent some more.
Tuesday, February 17, 2009
Frame Each Day
After experiencing a fulfilling day, some Native Americans have said, "This is a good day to die." To most Americans, this is a peculiar statement. Translated the phrase means the day has been so satisfying that if the person were not to live another day, his or her life would be complete in this day's perfection. None of us know when death will embrace us, so living each day as completely as possible makes sense to me. Make a daily portrait of yourself:Put out your left hand with your thumb pointing downward in front of you. You will see the back of your hand. Now extend your right hand with the palm facing you. Place the tip of your right index finger at the tip of your left thumb; likewise, place the tip of your left index finger at the tip of your right thumb. You have made a rectangular frame for your day.Each corner represents a crucial component for living your day well: begin at the top right corner of your frame. This is you: each day do something special for yourself. This can be a reward, a pleasure, an affirmation. Exercise, take a long shower, hit the snooze button, sing a favorite song, laugh with a child--use your imagination. Enjoy the moment.The bottom right corner represents your life goals: do something each day to achieve any one of them, such as read, network, sign up for professional development--whatever you can do to advance toward a life goal. You can have more than one goal at a time, and you can change or create goals as you go along.The bottom left corner represents others in our lives, including family, coworkers, friends, and strangers. Do something kind each day for someone else. Give your child a back rub, make a meal for your partner, open a door for a stranger, write a thank you note, buy lunch for a friend, mediate a dispute at work--make a conscious effort to share kindness. Finally, the upper left corner represents your connection to the universe, however you experience and define it. Honor that connection through meditation, solitude, deep breathing, stretching, or prayer each day. The quiet moments of life bring you clarity, allow you creativity, and grant you calmness. Indulge the time each day to center yourself in and with the universe.Frame each day: Live well today and eventually you will die well on a future tomorrow.
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