Archive for the ‘Training and Development’ Category

When the squeaky wheel deserves the grease—and when to just change the tire

Friday, July 2nd, 2010
© Peter Burnett | Dreamstime.com

© Peter Burnett | Dreamstime.com

“The squeaky wheel gets the grease.”  Whenever my mother said that to me, it meant “Stand up for yourself!  Speak up!  Don’t let the world run you over!”

And as usual, she was right.

But there’s another kind of squeak that really shouldn’t get a bit of attention.  It still does, but it really shouldn’t.  It’s the squeak-squeak-squeak of excuses and complaints.

When someone tells you why they didn’t meet their goals, why they missed the meeting, why their productivity is down for the third decade running, THAT’S a squeak worth ignoring.  But too often we rush in with the grease, assuring the squeaker that it’s okay, that everybody has those decades, blah bah blah.  In the process, we enable the next squeak, and the next.  Worse than that, we’ve pretty much GUARANTEED it.  Hey, why stop squeaking if it brings all that yummy attention?

Yes, it’s true—everybody whines once in a while.  It’s part of being human.  But when someone is a serial whiner and a compulsive excuse-maker, it’s usually an indication that the person has not aligned his or her personal plan with the company’s interests and is busily boohooing about how uncomfortable that is.

If someone is a professional and doesn’t have a quarterly plan they’ve developed with specific numbered goals and deadlines for initiatives, all tied into the organization’s objectives, it’s time to get out the jack and change that tire.  Hard to hear but true. Companies don’t have time to babysit and spoon-feed during difficult times.

There’s another kind of squeak, though—one that deserves all the attention you can give it.  It doesn’t come after the fact (“I didn’t meet the deadline because…”) but BEFORE things go wrong.

Let’s call it “positive squeaking.”

Positive squeaking happens when a team member has her eye on the ball so well that she notices a project going off the rails BEFORE it’s too late—and squeaks her team, herself, even her boss back onto the rails in the interest of the objective.

Positive squeaking calls it tight, insists on deadlines, rejects excuses.  Positive squeaking doesn’t say, “It’s not my fault—I sent an email last week and never heard back.”  It picks up the phone.  It walks down the hall and knocks on office doors until it gets answers.  Heck, it camps out on doorsteps.  It won’t take silence for an answer.

Annoying?  Sure it is.  All squeaks are.  That’s why they get the grease. But a squeak that’s insisting on the objective and refusing to take excuses—well, that’s a squeak well worth greasing.

The Leadership Delusion

Wednesday, June 16th, 2010

Blog102Once in a blue moon—no, make that once in a chartreuse moon with auburn highlights—there comes a book about leadership that is useful as more than bookshelf filler.  Leadership and Self-Deception by The Arbinger Institute is one such book, and I recommend you snap it up.

This book goes right to the core of what causes the most chaos and lack of results in organizations and families: self-deception. Published in 2002, Leadership and Self-Deception holds up a mirror to those ugly attitudes we hold against others that are underneath the very behaviors we ourselves display. Put simply, what you do doesn’t matter as much as why you do it.

People will not follow you if your motives are selfish. The problem is, we often don’t know that our motivation is flawed. We deceive ourselves into thinking that we’re doing the right thing for the right reason when we’re really mired in selfishness.  It becomes such an ingrained habit that it’s hard to break free.

Unfortunately, we are never completely cured of the disease of self-deception. Every human being lives in self-deception a fair amount of time.  We put our needs ahead of the needs of others and treat people as objects—chess pieces on the chess board. Is it any wonder that employee disengagement scores are over 60 percent?

Perhaps the reason the television show The Office is so popular is that Michael, the boss from hell, is the poster child for self-deception. No matter how many communications courses you give to a person who is self-deceived, it always comes out sideways.

Once we get ourselves out of self-service and into the profound service of others, amazing things happen.  People will follow such a leader, gladly and with all pistons firing.

I ask our CEOs to reread this book every year, as I do, to hopefully wince less and become less self-deceived and better able to inspire lasting and positive change.

The Shackleton mindset—a refusal to fail

Wednesday, June 2nd, 2010
© Velora | Dreamstime.com

© Velora | Dreamstime.com

For sheer jaw-dropping drama, it’s hard to beat the story of the three-masted sailing ship Endurance, which left England in August 1914 under the command of Ernest Shackleton with twenty-eight men determined to cross Antarctica by sled.

The Endurance ended up trapped and crushed to splinters by ice floes.  The men lived on the Antarctic ice for another two years.

Total survivors out of the original twenty-eight men?  Twenty-eight.

What if you approached every challenge in your life and in your work as if you simply HAD to overcome it?  I’ll tell you what—you would do it.  You would find a way, and you would get it done.

Whenever I hear the expression, “Failure is not an option,” I think of Ernest Shackleton and the men of Endurance.  I picture them confronting these utterly impossible situations and saying, “Well, lads, let’s see what our options are.”

I then picture them reaching into a pocket and pulling out a scrap of paper.  Under the title OPTIONS are two words:  SUCCESS and FAILURE.

Like heck.  Why would failure EVER be an option?  So why not take it off the list entirely?

We’ve all heard the hundred or so reasons such and such a thing simply cannot be done, the many, many reasons failure is the only option.

Tell Shackleton about the insurmountable obstacles you face.  Just let me watch.

Better STILL—why not just take FAILURE off that list of options?

I have a friend who I dearly love but who always used to explain why something couldn’t be done. Excuses came easy to her.  Then one day her boss gave her a priceless saying to remember:  Don’t tell me about the labor pains—show me the baby.

Before a project begins, I don’t want to hear all the reasons it can’t be done.  After the project is done, I don’t care how many hours you worked.  I don’t care how many obstacles you hit.  Save it for your memoirs.  Just show me the baby.

Decide now that whatever project or challenge you currently have before you simply cannot be allowed to fail—that you must use the fortitude of the Endurance crew to make it happen.  It’s a completely different way of thinking.

But be careful—this powerful way of thinking is addicting.  Once you get a taste of achieving the impossible, it’s hard to quit!

How Much Change is Too Much?

Friday, July 17th, 2009

Too Much Change?

Change can be a good thing—but it matters how you do it. And when.

Tropicana recently made news when it changed its logo from the old straw-in-an-orange to a big glass of juice—and loyal customers nearly beat them to a pulp.

So they pulled a New Coke and switched back. It had apparently been too much too fast.

They might have learned something from Betty Crocker. She gets a new face every six years or so, reflecting the changing perception of the American homemaker—over a dozen so far in the company’s 88-year history. But she always keeps her red and white outfit and basic brown bob.

If she suddenly sported a tankini and shades, the company might pick up a man or two but alienate their core constituency. She just wouldn’t be Betty Crocker anymore. (more…)

Getting the Relationship Right

Tuesday, July 7th, 2009

There was a time when the auto-personalized form letter made customers feel special.  Just seeing their name in the salutation—even when misspelled, off-kilter and in a different font—just blew people away.

But once personal computing introduced us all to the mail merge, people began to see it as exactly the opposite—a low-energy parlor trick designed to give the appearance of care when there is none.  It didn’t really make clients feel important to the company, which means it didn’t really establish a relationship.

And if you’re not in a relationship, the client just might start seeing other people.

Those customer service pioneers began finding ways to make clients feel less like acquaintances and more like Very Important Persons—with special emphasis on the word “Important.”  And why shouldn’t they?  Without the client, the company ceases to exist.  It was recognition of a very real mutual need.

So how can you make your clients feel their importance?  A few tips: (more…)

TGIM e-Zine: July 6, 2009

Tuesday, July 7th, 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 33 Topics Include: READ NOW

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Staying On Course in Turbulent Times

Friday, June 19th, 2009
Credit:©Tjurunga | Dreamstime.com

Credit:©Tjurunga | Dreamstime.com

I was in my customary aisle seat on a recent flight when the woman in the middle seat asked for coffee. As the attendant extended her arm, at the precise moment the coffee was passing above my laptop, we hit a pocket of turbulence.

That’s when the miracle happened. The flight attendant did a dance of such skill and grace, bending and flexing with the movements of the plane, that not a single drop left the cup.

Several of us burst into spontaneous applause. How could you not?

It happens in business as well, of course—that sudden, unexpected pitching and rolling of a crisis that seems determined to spill the contents of your sanity all over the project of the moment.

Here are some tips for managing a project in the midst of a crisis:

1. Reduce everything to its simplest components. The human mind complicates things far beyond necessity. Take everything down to its simplest components: What is the purpose of the product, what is the end result that needs to happen, and what’s the fastest way to get there? Only then can people get their brains wrapped around things in a way that will make it happen.

2. Keep heads cool with advancing language. When people discover a crisis in a project, it’s easy for them to lose their heads, saying, “I’m overwhelmed—we will never get this done.” Language is the precursor to results, so create a work environment that encourages the use of powerful and advancing language. “I don’t know yet how we’ll pull this off, but we are powerful, and we’ll figure it out, because we always do! So what’s Step One?”

3. Create a board report approach. Regardless of positions, everyone in a project should create a board report every week, copying all relevant players. A board report says, “Here’s what I said I would do and here’s what I did; here’s where I’m off, and here’s my corrective action to get back on track; and here’s what I am committing to do next.” The key is specifics, not fluffy language. Fluffy language gets fluffy results. Concrete language leads to great results.

So the next time turbulence threatens to bring down a project, remember three things: keep it simple, use advancing language, and report out specifics on where you are and where you’re headed. By the time the seat belt sign is turned off, you’ll already be on to the next successful project!

The Delusional “Top Ten Percenters”

Tuesday, June 16th, 2009

Top 10A Business Week survey asked individuals, “Are you one of the top 10 percent of performers in your company?”

Eighty-four percent of middle managers said yes, as did 93 percent of employees age 55 or older. Eighty-nine percent of women and 91 percent of men think they’re in the top 10 percent, as do fully 97 percent of all executives.

Welcome to Lake Wobegon, where all the women are strong, all the men are good looking, and all the children are above average! Seems like a delusional view of our contribution is the norm.

This begs the question: How do you help people understand what quantifiable measurements they SHOULD be scoring themselves on so they can assess their contributions intelligently? (more…)

TGIM e-Zine, June 15, 2009

Monday, June 15th, 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 30 Topics Include: READ NOW

  • Moments of Truth
  • Focus Where it Counts
  • Shed Your Stuff, Change Your Life - Roxanne Recommends

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Sign up today and receive the TGIM e-Zine and Weekly Audios every Monday morning!

The World is Yours—If You INSIST on Success

Friday, May 15th, 2009

Credit:  © Manfredinim | Dreamstime.com

Credit: © Manfredinim | Dreamstime.com

Neither snow, nor rain, nor heat, nor gloom of night stays these courageous couriers from the swift completion of their appointed rounds.

Most people think that’s the motto of the U.S. Postal Service. I always thought so myself, but it’s not. The Greek historian Herodotus said it 2500 years ago, when Greece was at war with Persia. He said it in admiration of the enemy’s mounted messengers, who wouldn’t let nothin’ or nobody keep them from getting the job done.

Anybody can get strokes from their own team. But you KNOW you’ve got it going on when even the competition is drooling over your results.

It’s all about being unstoppable—about insisting on success, no matter how deep the snow or how hard the rain. Laugh at obstacles, refuse to compromise your goals, and you can watch the world land gently in the palm of your hand. (more…)