“Is what I’m doing right

this minute, leading me 

 to where I want to go?”

I kept this sign above my desk for many years. It helped keep me focused. It prompted staff and visitors to think twice about how we were using time. It’s hard to justify much water cooler chit-chat while appointments, online research and paperwork pace around your workspace awaiting your return.

Running a business is a balancing act to begin with. The mercilessly ticking clock demands even more. Business owners and managers are only as effective as their ability to manage and productively use time.

Mail carriers sort, doctors triage, retailers catalog, military personnel classify, librarians alphabetize, and the rest of us stumble through –organizing, arranging and categorizing– as a preamble to prioritizing.

The process of taking what you have and organizing it, combining appropriate interests along the way, then ultimately determining the rank order of importance is a lifeline to action! It sets leaders up to attack the first most important task first, and the second most important task second, and so forth. All good, logical, rational thinking here.

Unfortunately, unless you’re an accountant, life is not logical and rational. Stuff inevitably happens that pushes all the logic out the tenth floor window. If you’re not prepared for such uproars, you’ll get dragged out with it. And ten floors is not enough time to open your chute, but enough free-fall to play smash-face.

If your past solution approach has traditionally been to start listening to your LED watch and –as if it was a doomed rabbit– giving it violent hound dog shakes with a startled look on your face, you may want to consider some alternative that involves a booster shot of proactive planning.

Motivational guru Brian Tracy tells us that for “every minute spent in planning saves ten minutes in execution.”

Planning is only a waste of time if you choose for it to be and fail to follow the path you cut out, or fail to adjust it to best fit the circumstances.

One major key to planning and time management success is to always have a contingency arrangement thought out. Why? Because you can almost bet there will be interruptions, and often unexpected emergencies. Just as fire drills have often been credited with saving lives, contingency plans often save businesses.

  In other words, stay tuned in to what’s happening in real time, but always be prepared to be sidetracked. Thoreau once talked about being “forever on the alert.” Not bad advice all these many years later.

# # #

931.854.0474    Hal@BusinessWorks.US 

Thanks for visiting. Go for your goals!

“The price of freedom is eternal vigilance!” [Thomas Jefferson]

Make today a GREAT day for someone! 

Complacence.

Ambivalence.

Indifference.

And the worst

of these in

management is . . .?

• Complacence: Self-satisfaction, especially when accompanied by unawareness of actual dangers or deficiencies.
• Ambivalence: Uncertainty as to which approach to follow.
• Indifference: Of no importance or difference one way or the other. Unconcerned. Not caring.

     So which gets your vote for worst? If you think about it for more than two shakes of a lamb’s tail, you’d have to go with (Ta-Ta-Ta-Tah-Tah!): Indifference. After all, isn’t indifference the worst of all human traits on the emotional spectrum, management or otherwise?

     Granted, nobody likes a complacent boss. Is smug another way of saying this? And certainly an ambivalent boss is what my father would have called “a weak sister.” Not having confidence in the pursuit of a solution or innovative approach is generally the mark of a losing leader in any arena.

     We seem to grow up thinking that LOVE and HATE are opposites and we tend to pack our collective feelings up and move them to one side of the continuum line or the other: LOVE at one extreme end and HATE at the other extreme end. And all kinds of empty space in between. And, BTW, isn’t this also what politicians and governments and nations do as well?

     Incorrect weird interpretations we experience –even at a universal level– become so ingrained that they become the rule rather than the exception. We (The People) go about loving and hating and thinking that we are light years apart by every measure when — in reality– we are really VERY close indeed.

     How is that possible?

The true opposite of LOVE is not HATE. It is INDIFFERENCE. LOVE and HATE are actually quite close emotions.

The true opposite of HATE is not LOVE. It is INDIFFERENCE. HATE and LOVE are actually quite close emotions.

INDIFFERENCE is at the extreme far end of the emotional spectrum from both LOVE and HATE.

     So what? Who cares? What’s it matter in running a business? At an employee confrontation level, keep focused on the fact that what’s expressed as extreme opposite viewpoints are — all things considered — probably very close.

     Sometimes the boss needs only to point this out. A line drawn on paper with “always/in every case/extreme” positions marked at opposite ends of the line and two warring staffers asked to put an x on the line where they see themselves in relation to the two extremes. The distance between the two X’s is the area of disagreement, not the entire line. 

     Almost always, when disagreeing employees can physically see (on a line) that the differences they thought were astronomical, are truly only moderately significant, they are much more likely to work things out, to the betterment of themselves and the business.

     You don’t need to be a counselor, shrink or hand-holder to make this work. I’ve seen construction team foremen and deep-sea fishermen pull it off in less than one minute, and never lose a beat with the work at hand. Next time someone draws a line in the sand, have her or him show you the extremes and where exactly he or she stands. 

Comment below or Hal@BusinessWorks.US 

Thanks for visiting. Go for your goals!

God Bless You! God Bless America, and God Bless our troops

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone! 

DREAMERS DREAM

AND TRYERS TRY,

BUT DOERS

GET IT DONE! 

     A “Vision Statement” addresses the ultimate objectives or finish line of your business pursuits, and can serve to point your business in a meaningful direction.

     A “Mission Statement” underscores commitment to move toward that finish line, and usually suggests or outlines the pieces of strategy your business needs to follow to get where you want to go.

Great, right? Business owners need all that stuff to pump up the troops and prompt droves of prospects –like Clark Kent peeling off the suit and glasses to burst on the scene as Superman– to run to the cash register and become instant paying customers, right?

Here’s how I size up my own training/coaching/consulting prospects: those who gush forth their vision and mission statements at every turn need my help; they are like kids with new toys, caught up in the moment and oblivious to the fact that what’s important in business is getting things done, not talking about getting things done.

These wannabe visionaries who can readily run amuck with their pocketsful of guiding light statements, often seem to get themselves preoccupied with communicating their aspirations to the rest of the world (in their emails, ads, blog and social media posts, websites, promotional literature, phone messages, and news releases).

They need instead to simply redirect that energy into taking realistic steps for achieving the dreams they’ve verbalized. Somewhere along the way, some company got the idea that the public really cares about the details of their goal pursuits and future plans. Reality check: They don’t.

Generally speaking, small business owners and managers will do best to keep their vision and mission statements to themselves and their employees (and perhaps investors). Hopeful and strategic business thinking are usually best shared with the world-at-large when the world-at-large recognizes the brand as a household name.

To spew private small business goal-focused messages out to the public with the hopes of surreptitiously soliciting, exploiting, and rallying business is like using a shovel for a hammer; sometimes it might work, but it’s not what shovels are intended for.

Anyway, these are the kinds of clients I can easily impact; they are already doing something and simply need to channel their energies more productively. It takes only a few forward thrusts of action to start to make things that really count begin to happen.

Comment below or Hal@BusinessWorks.US 

Thanks for visiting. Go for your goals!

“The price of freedom is eternal vigilance!” [Thomas Jefferson]

Make today a GREAT day for someone! 

J & J Leadership

Lessons

 Go Far Beyond

BandAids!

     We are witnessing now one of the world’s worst oil leak disasters. It could have been drastically minimized with immediate action. 

     Instead of responsiveness, however, we had eight days of Presidential foot-dragging in order to be preoccupied with more important issues, like trying to push Goldman Sachs over the edge of the political cliff without toppling in over them, and hosting a reception for the New York Yankees, among other such critical demands.

     Ah, but after eight days, when the White House finally did decide to step up, determined to save a token pelican or two, some key federal-titled muckity-mucks were actually “dispatched” with orders to report back in 30 days.

     Right, 30 days! How long would it take anyone you know who lives on a coastline to tell you that on top of 8 days of hundreds of thousands of gallons a day worth of leaked oil, we are destined to inevitably see that oil along the Eastern Shore? How about 30 minutes?

     WOO HOO . . . a little too little too late! Imagine taking this approach to respond to a business problem. You’d be out of business. Or, you’d be big-time up to the tops of your hipboots in debt with expensive apolgetic and advertising media expenses. Ask Toyota.

     Either way, the problem multiplies exponentially when responsiveness is not present. Without a sense of urgency built into your leadership position, your business is only as strong as the last time you took swift positive remedial action.

     The classic textbook example was, of course. when Johnson & Johnson handled “The Tylenol Scare” of 1982. They acted poste haste and authoritatively.

     J&J management breeds leadership. It doesn’t matter that you might have a mom and pop grocery store (are there any of those left?) or a 3-person home-based business, there is much to be learned about crisis management from the way J&J dealt with this potential disaster:

• Apologize immediately and completely.
• Act immediately.
• Tell ALL.
• Follow up.
• Stay invested in the solution and be transparent.

     Bottom line: RESPONSIVENESS.

     When you tackle a major problem head-on and immediately, the biggest risk you run is being accused of being over-zealous. What’s that compared to lost lives, lost environment, lost trust, lost credibility? The important distinction to remember here is the difference between reSPONDING and reACTING.

     When you reACT, you run the immediate risk of OVER-reacting, and that puts you out of control. When you reSPOND, you are acting with control, and you are ensuring increased odds of success. Seeking a practical control tool? Take some deep breaths!

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Comment below or Hal@BusinessWorks.US 

Thanks for visiting. Go for your goals! God Bless You! God Bless America, and God Bless our troops because “The price of freedom is eternal vigilance!” [Thomas Jefferson]  Make today a GREAT Day! 

“I meant to tell y’all

 this sooner, but…”

     We all know where the road that’s paved with good intentions leads, but how often do we ignore the consequence of that destination when it comes to communication and leadership decision making?

     And contrary to current popular Presidential acclaim, effective and meaningful communication goes light years beyond being a dramatic orator. Orators are not leaders. They are merely one form of manager who dwells more on talking about intent than on getting things done.

     When what we mean to do is consistently not what ends up getting done, something is wrong. Either the equipment, systems, or personnel are not performing as expected or — more likely than not — we are doing a lousy job of leadership communicating.

     This is not to suggest that maintaining a productive communications balance is necessarily an easy task, but reality is that we only ever communicate too little, too much, or just enough . . . and too soon, too late, or right on time. The goal obviously needs to be to communicate just enough at the right time to ensure that the task at hand gets done the right way and on schedule.

     What’s the best way to determine the extent to which our communications are sufficient or insufficient, whether they are delivered in a timely enough fashion to minimize stress and maximize productivity? Ask. Too many people in leadership positions choose to feel they are somehow emasculated (effeminated?) by having to ask “underlings” for their judgements.

    “How’re we doing here?” is all it takes. Just by asking, and preferably in the middle of a statement, meeting, phone conversation, presentation, paragraph, webinar, seminar, or workshop, our how goes it check-ups give us useful opportunities to adjust our messages and/or pace in midstream, and usher in more productive action. 

     Even better: “What three things can I do to do a better job of communicating?” What makes this second question better? It asks for specific feedback, which is always more useful information to apply.

     Best of all steps for us to take, besides taking our communications pulse frequently, is to simply be thinking more about it every day. What does that take? I’ve know top business leaders who pasted “Communicate the right amount at the right time!” reminder signs over their desks, and smaller ones on their keyboards or edge of their monitors, on their phones, even their wristwatches. 

     When a business leader loses touch with being an effective communicator, she or he also loses touch with being an effective motivator. When that happens, people start looking for jobs elsewhere, and sales plummet.

     Those are pretty dire consequences compared to how simple it is to make a conscious choice to be a better leader by being more tuned-in to how and when we come across to others.

Comment below or Hal@BusinessWorks.US 

Thanks for visiting. Go for your goals! God Bless You! God Bless America, and God Bless our troops because “The price of freedom is eternal vigilance!” [Thomas Jefferson]  Make today a GREAT Day!