Archive for the ‘Culture Transformation’ Category

The Terrible Trio—Vampires, Victims, and Whiners (oh my!)

Tuesday, March 2nd, 2010
© Rinderart | Dreamstime.com

© Rinderart | Dreamstime.com

Part 3:  The Whiner

Ah, whiners.  Instead of telling you what can be done, whiners spend hours vividly outlining what can’t be done and why. Had whiners ruled the world, we’d still be sitting in our caves, huddled around the fire complaining that we can’t find the remote control.

Whining is an attempt to “one-up” others by dismissing all possibilities before anyone has a chance to make a suggestion. Oddly enough, while a whiner’s statement may sound definite, the bluster is actually born of insecurity. Although they have enough mental sharpness to point out problems, they don’t have enough confidence to work at resolving them.  Many people who grow up to be whiners learned early on in life that they could get more attention and by voicing a complaint than by trying to correct a situation.

There isn’t much room for someone like that in a workplace where team members want to rock or in an office where everyone is willing to carry their weight and then some.

Of course, this is not to say that there will never be any whining again, ever. Sometimes it goes with the human condition.  And if we’re honest with ourselves, we have to admit that we’ve ALL have had our moments of whining.

We all have our occasional pity parties or bouts of attention seeking. Despite our knowing how whining can negatively impact others and render us ineffective, there’s a remote chance we might once again choose to uncork that bottle of whine. We’re only human.

Although the ugly truth is that there’s nothing attractive about whining, there are ways to prevent and avoid the condition in ourselves AND in others.  The key is to name it, to make it public, to give ourselves and others permission to laugh it away.

Forge an agreement in your workplace to drive whining away once and for all by flashing the “W” sign—three fingers extended—whenever anyone starts to whine, moan, or groan.  It’s a humorous, non-threatening reminder to stop whining and start creating a solution.

Whenever someone gets the sign, they must agree to stop IMMEDIATELY.  The usual result is a good-natured laugh.  Make sure you distribute the sign evenly around the office—don’t gang up on a single person—and be sure to handle your own occasional dips into Whine Country with good humor and honesty.

 

The Terrible Trio—Vampires, Victims, and Whiners (oh my!)

Friday, February 26th, 2010
© Lisavan | Dreamstime.com

© Lisavan | Dreamstime.com

Part 2:  The Victim

The second in our three-part series on energy drains in the workplace is the perpetual victim—the person who is always yammering on about the crud hand the world has dealt them.

Their past jobs lost, their failed marriages, their C in Chemistry and their FICO score that looks like a batting average are all on the topic list, and most importantly, all the fault of someone else.

Onlookers have no difficulty in figuring out who really ruined the victim’s life. She did. She did it by not moving on and by choosing to stay miserable.

Victims remain victims because they receive feedback that supports their victimhood.  This support comes from others who are often well-meaning and unconscious of the negative impact.

When perpetual victims complain about how awful their lives are, their supporters support them by buying into it. “Yep,” they’ll say, “Ain’t it just awful.” That’s all the positive reinforcement the victim needs, as off they go seeking the next hit of YPT (You Poor Thing—their drug of choice).

A person who supports a victim in that way is not really a friend but an enabler. Sane and loving people will distance themselves from victims precisely to help them stop being victims.

So what do you do when a victim comes to you and complains yet again about something someone else or some other department did? It’s easy. Place accountability for change back on that person. “Sounds like an opportunity, really. What are YOU going to do to make sure that doesn’t happen again or to make peace with it so you can move on?”

Victims hate that—but it’s the intervention they need. They either have to stop being a victim and draining your energy, or find someone else who is a willing enabler to victimhood. Either way, you win!

Another strategy is to appeal to their inner ego, no matter how deeply buried, to contradict the self-image as a victim. “You’re pretty powerful,” you say, “so I know you don’t view yourself as a victim. I can’t wait to hear what you’re doing to make the situation better!”

The person must either admit to helplessness and weakness or seize on your appraisal of strength.  Ninety-nine out of a hundred will go for the strength.

If you’ve done everything you can to reprogram, empower, and redirect a perpetual victim, the next step is simple avoidance. Steer clear of the person so that you can preserve your own energy.  If they seek you out and begin their monologue, simply raise one hand, silently, and continue on your way.

 

The Terrible Trio—Vampires, Victims, and Whiners (oh my!)

Wednesday, February 17th, 2010
© Khz | Dreamstime.com

© Khz | Dreamstime.com

Part 1:  The Energy Vampire™

“They are Vampires, and their modus operandi is not to steal your blood but rather, your precious energy. Your life-force. Your mojo.  To drain you emotionally and psychologically. To frustrate you with their repetitious, self-indulgent, attention-seeking diatribe.”—Craig Harper

She doesn’t wear all black.  You can see her reflection in mirrors. She likes garlic just fine.  Yet her coworkers know she is a vampire as soon as they open their mouths.  But it’s not blood she’s sucking—it’s positive energy.

“I’m up for a promotion,” you say. “Isn’t that great?”

“Hey, a higher cell in the prison. Congrats on that,” she replies with a smirk.

“Sales are going to be up, up, up this year,” you say.

“That’s only because they were in the toilet last year.”

“My glass is half full.”

“You call that a glass?”

You get the idea.  And you know this person, I’ll bet.  These vampires are as common in the workplace as their bloodsucking cousins are in Anne Rice novels.  Within seconds, they can take your great day and make it miserable.

The vampire’s arsenal is limitless, from rolling eyes and crossed arms to smirks, whining, name-calling…you name it. Whatever the form, know that you have the right to protect yourself and to call the vampire out.

If we’re honest with ourselves, we have to admit that we’ve ALL have had our moments like this—times when we can’t think of anything good to say and seem to want to guarantee the same fate for everyone around us.  But that doesn’t make it okay.

Next time you find yourself on the sharp end of the Energy Vampire’s smile, your job is to suck away their NEGATIVE energy just as hard.  They thrive on commiseration, so deny it!  Answer each pronouncement of darkness with something like, “Oh I don’t know about that—I like working here!”  Then watch how fast they shrivel up and blow away.

Now if the person is part of your responsibility, you’ll need to get serious about this.  It’s up to you to either convert the vampire to a productive human or join the mob with pitchforks and torches and get that person out of the company before their toxic behavior spreads—and you end up with a company full of the walking undead!

 

The Chat that Launched a Thousand Transformations

Thursday, February 11th, 2010
© Nruboc | Dreamstime.com

© Nruboc | Dreamstime.com

Of all the transformative tools in all the coffee joints in the world—search ye in vain for anything more effective than The Conversation.

The Conversation is not an hour-long lecture.  It isn’t a debate.  It isn’t complicated to learn or deliver.  In about 15 seconds, The Conversation can take someone with a crummy, destructive workplace attitude and turn them completely around.

Say you’ve got a co-worker who never misses an opportunity to grouse about management, or peers, or underlings, or the furniture, lights, weather, health plan, the pattern in the break room floor tiles…I can see by your expression that you know who I’m talking about.

If I’m right, and you DO know someone like this, a pure vortex of energy-sucking dark matter who seeks only to derail any hope of progress, then it’s time for YOU to engage this person in The Conversation.

Here’s how it goes:

“I’m so excited about where our team is going. And I could be wrong, but my sense is you don’t share that excitement.  That’s okay, because maybe this isn’t your thing.  But if this isn’t your thing, you have to go find your thing!”

That’s it.  That’s the whole thing.  But take a moment to see what’s packed into that tiny paragraph.  You’re excited, and you’ve noticed she isn’t.  You validate that (”That’s okay”), then invite the person to find her bliss—wherever it is!

You don’t need to be the boss or even in the same department with this person to have The Conversation. It is extremely direct yet exceptionally loving because it demonstrates that you care enough to get them to make a choice between bringing their whole heart to their current situation or going to find a new situation that makes them happy.

Delivered well, The Conversation has transformed a lot of people from being miserable blamers to on-fire contributors. And the beauty is that it works in an instant.  Ninety percent of the time, the bad apple person says, in these or other words, “You’re right. I’ve been a jerk”—and then becomes a star performer because the boundless energy they were using to manipulate their coworkers into joining them in their misery is now channeled to productive use.

As for the other ten percent—well, anyone who refuses to respond to an intervention that gentle and reasonable has essentially fired himself.  The pink slip is just a formality.

 

Top 10 Workplace Dysfunctions—and How to TERMINATE Them

Wednesday, February 3rd, 2010
Creatista | Dreamstime.com

Creatista | Dreamstime.com

The dysfunctional workplace is a killer.  Untreated, the dysfunction will kill off your customer base, your profits, and your joy for living as surely as anything.

So you’ve got to kill it first.  Here are the Top Ten dysfunctions—and the cure for each:

No. 1:  People being at odds with each other with no desire to fix it.
Have the most direct supervisor meet with those involved to learn what it will take to resolve it and to secure a firm commitment to do so.  Spell out immediate consequences in the event of failure.

No. 2:  Saying one thing and meaning another.
If you have an employee with a pattern of saying, “But what I meant was…”, call them on it.  Requiring the offender to have all communications checked for clarity for a period of time usually nips this in the bud.

No. 3:  Giving lip service to new ideas, then undercutting them in private.
You’ll want to enlist everyone’s help in keeping this one out.  Make it clear that dissenting opinions are welcomed during decisionmaking, but that once a decision is made, undercutting will not be tolerated.

No. 4:  Defensiveness at reasonable suggestions.
Let your people know that you consider a willingness to improve to be one of the hallmarks of a person with a bright future in the company.  Defensiveness should be viewed as what it is—an unwillingness to improve one’s self.

No. 5:  Attraction to chaos.
Pot stirring is a violation of principles both written and unwritten and a threat to productivity.  Counterbalance the pleasure they get from drama with a greater measure of negative consequences.

No. 6:  Not following through on commitments.
Let people know that they are expected to acknowledge errors and make a commitment to clean up every last bit of the resulting mess.

No. 7:  Deflecting blame.
Deflecting blame equals deflecting responsibility.  Make it clear that the only acceptable behavior is acceptance of responsibility and (as above) quick work to clean up the mess.

No. 8:  People pretending like they “never got the memo.”
If there was no breakdown in the actual system, make it clear that the employee is responsible for consistently accessing internal communications—memos, email, and so on—so that he is never again “out of the loop.”

No. 9:  Refusing to deal with conflict directly.
Conflict resolution is an essential part of a manager’s job.  Performance reviews can and should count disruptive interpersonal conflicts against managers on whose watch they occur.

No. 10.  Gossiping and backstabbing.
Once you establish a zero-tolerance policy for talking behind another person’s back, give your people permission to address conflict head-on, out loud, courageously and honestly. And make it clear that giving or receiving gossip is not acceptable.

You may have noticed a refrain coming back again and again in this advice:  Make it clear.  Once you’ve made the determination to purge your workplace of dysfunctional behavior, your greatest ally and most powerful tool will be clarity.

 

Seven Secrets of a “Thank God It’s Monday” Workplace

Wednesday, January 20th, 2010
© Vgstudio | Dreamstime.com

© Vgstudio | Dreamstime.com

What accounts for the difference between “Oh crap, it’s Monday” and “Thank God it’s Monday”?  It all boils down to seven habits that can change everything about the culture of your workplace:

1. Show up fully and commit with all your heart
At work, we think of home.  At home, we think of work.  Time to stop that.  The first step toward a TGIM workplace is being present and accounted for at work.  Thinking about being elsewhere leads to resenting where you are. 

While you are at work, commit to work with all your heart.  This is what I call throwing your heart over the bar—committing 100 percent to the moment and task before you.
 
2. Communicate clearly
Use powerful and positive language about what you will do and the attitude you expect from others.  If a TGIM workplace is your goal, take the time to make your communications clear on every level.

3. Go beyond the job description
Going beyond the job description happens when you pitch in and help others at work without expecting reward. Willingly share the load. If you’re caught up on your tasks, help someone else who is crunching for a deadline.  Instead of an extra burden, you actually feel more a part of things than ever.

4. Don’t tolerate dysfunctional behaviors
Establish a zero-tolerance policy for talking behind another person’s back, then give each other permission to address conflict head-on, out loud, courageously and honestly. Create a trusting and open environment and watch the dysfunction ebb away.

5. Clean up your messes
Relationships are built on trust. Without that foundation, there is no basis for a relationship.  We breach the trust each time we don’t do what we said we would do.  But here’s the thing—that breach can be healed quickly IF you come back and clean up the mess.  Acknowledge that the results are not okay, then make a commitment to put things right and prevent a recurrence.

6. Live a life of profound service
Once you place yourself in the service of those around you—your family, your colleagues, your customers—every moment becomes imbued with purpose and significance, and you feel GOOD. 
As you drive to work, begin thinking about how the work you do is serving others, contributing to their success and happiness.  This is the essence of true service, and the key to a workplace that draws you happily back, Monday after Monday after Monday.

7.  Celebrate
Every project consists of little steps, little victories along the way.  Recognize and celebrate them in ways large and small.  Build a system of celebrations and rewards—quarterly, weekly, daily—and follow through like your company’s life depends on it.  Because (psst) it does.

Acquire these seven habits and spread them through your workplace, then be sure to notice the first Monday your hand reaches for the alarm—and you smile.

 

It’s Self-Evident: All USPs are NOT Created Equal

Saturday, December 12th, 2009
© Juliafreeman | Dreamstime.com

© Juliafreeman | Dreamstime.com

So you’ve got the message.  You know that marketing today is not about blending in to some industry norm—it’s about standing out.  You’re looking for a USP, a Unique Selling Proposition, something that will get the customers flocking your way.

Unique is important, but is unique the only thing that counts?  Are all USPs created equal?  Not by a long shot.

A USP can be based on almost anything if it makes you visible and appealing:  location, hours, price, product approach, celebrity endorsements, delivery approach, you name it.  But go back and read that IF clause.  If it doesn’t make you visible AND appealing, it may be unique, but it ain’t a USP.

So what makes for a good USP?

It matters to the customer.  Maybe yours is the only bank in town whose president is a Capricorn.  Maybe you’ve got the only rotary-dial phones in the Tri-State area.  Bully for you.  But does it make you visible?  Does it make you appealing?  If not, keep looking.  Find out what matters to your customers, and be that thing.  “Open ’til 10 p.m. on weekends” might sound like a snoozer—until you find out that’s just what your customers were waiting for.  Then it’s a USP.

It’s dramatic.  Not all USPs are dramatic, but if you can find one that is, you’re home free.  Learn what your customers hope for, yearn for, ache for—and give it to them.  The slogan “Federal Express—when it absolutely, positively has to be there overnight” spoke directly to the desperate hopes of sweating middle managers everywhere.  When Club Med called itself “the antidote for civilization,” countless millions sighed and reached for air margaritas.

It’s definable, explicit, and absolutely free of fluff.  I’ve never met a fluffy USP that was worth a nickel.  Say something REAL.  Say something CLEAR.  When Dominos promised “fresh, hot pizza delivered in 30 minutes or less, guaranteed,” they had themselves an explicit, clear USP that put millions of pizzas into millions of Americans.  Don’t tell me about your 24 years in the business.  Don’t bother me with “competitive rates.”  I don’t sit up nights yearning to give my business to a company with a few more years of experience or (please!) rates that are (pfft!) “competitive.”  Give me something solid and I just might bite.

Bottom line:  The best USPs solve real problems that real people have.  I remember the first time I saw an ad for a toothbrush with that ridged rubber grip on it.  Is this a real problem?  I thought.  Are people everywhere struggling with the problem of toothbrushes flying across the room in mid-stroke?  I somehow doubt it.  Listen carefully to you current clients.  Listen even more carefully to your prospective clients.  And when you find out what they really need, what they dream of, what they yearn for, you’ll have your marching orders—and you’ll have your USP.

 

Values As Your True North

Tuesday, November 24th, 2009
 
 © Dusanzidar | Dreamstime.com

© Dusanzidar | Dreamstime.com

I had an old friend who was a software programmer in San Jose.  At the time I knew him, he’d held several jobs in a few years. He told me he wasn’t happy in his newest job and wanted to find a new one.  Again.

“Are you moving toward a new job,” I asked, “or running away from your current mess?”

“Well,” he said, “if I’m honest with myself…I suppose I’m running away.”

“That’s too bad,” I said, “because there was obviously some lesson you missed while there, some mistakes you’ll probably repeat. I suggest you stay and learn the lesson so you can move toward something—otherwise, we’ll be having this exact same conversation in another year when you’re looking for your next job.”

Despite my sage advice, he left anyway, and started a new job…which he recently lost.

Same story, different day.

The trick here is to be honest with yourself. If you’re getting married, it’s easy to say you’re moving toward a relationship—but you might be moving away from being alone. That’s a very different reason to get married, and not a very good one. How many divorced and/or miserable people are out there raising their hands on this one?

You will find that almost EVERY bad decision follows from a violation of a value—a moving away from a fear instead of moving toward something you love.

So you’ve made some good decisions, and you’ve made a few lousy ones. Welcome to the human race. But what can you learn from your personal history to improve the ratio of good to lousy?

Let’s do an autopsy on the decisions you’ve made that have killed deals, killed relationships, reduced your success, and otherwise created general chaos in your life:

You needed to meet a goal or quota, so you did the wrong thing by the client. You thought the client and your boss wouldn’t notice. That didn’t work. You violated your value of always doing the right thing by the customer, and a bad result was your reward.

You had to get home early to meet with friends, so you didn’t double-check that project before sending it out to the client. You lost the deal because you didn’t uphold your value of quality work. Again, bummer result.

You were in a pinch to fill a position, so you hired someone you knew just didn’t share your values. Twenty-four hours after the start time, you know you have a problem.

In each of these cases, you made a decision that deep in your gut felt wrong before you even made it. That butterflies-swirling-like-a-flush-down-the-porcelain-bowl feeling is all that’s needed to know for certain that we blew it.

Let’s make this easy. Psychologists tell us that all emotions are rooted either in love or in fear. Anger, for example, is a symptom of fear. You can’t be angry if you’re not afraid. Joy is based in love. You can’t feel bliss without having love at the core. Fear is a “moving-away-from” emotion. Love is “moving-toward.”

Analyze the disastrous decisions you’ve made, and a pattern of “moving away” from something will generally emerge. 
• Moving away from missing a quota.
• Moving away from confronting a problem.
• Moving away from one company or boss as opposed to moving toward a bigger calling—thus, the saying, “Out of the frying pan, into the fire.”

So the next time you need to make a decision, ask yourself if you’re moving away from something or moving toward something.  Once you master that assessment, it’s amazing how much better your decisionmaking, and your results, will become.

 

TGIM e-Zine: July 20, 2009

Monday, July 20th, 2009

Welcome to the TGIM e-Zine!
Transform your team from “snooze-button hitters” to “rock-star performers” and create a buzz-worthy environment your clients will love.

Issue 35 Topics Include: READ NOW

Not signed up for the TGIM e-Zine?
Sign up today and receive the TGIM e-Zine and Weekly Audios every Monday morning!

 

Dealing with Distractions in the Workplace

Tuesday, July 14th, 2009
©Pressmaster | Dreamstime.com

©Pressmaster | Dreamstime.com

The guy who sings Barry Manilow songs all day—badly.  The gal who shares every detail of her weekend for hours at a time.  The cubicle neighbor who can’t seem to find the volume knob—on her own big mouth.

They don’t mean to be annoying.  In most cases, they don’t even KNOW they are.  But the day-in and day-out effect of distractions from clueless coworkers can take a very real toll on your productivity, your concentration, and your state of mind.

What’s the best way to address this kind of workplace water torture? (more…)