Your Laundry? No.

But Your News? Yes!

     Dear Boss – No, your employees are not entitled to inspect your laundry,  but they do need to be empowered to accept and process your ideas and plans, and be encouraged to contribute according to their experience, skills, and capabilities. 

     If you’re playing this  (seemingly never-ending) ongoing small business economic disaster news close to the vest, and not sharing what’s happening with those around you,  you’re cutting off your nose to spite your face . . . you may be missing a unique opportunity to take advantage of free, life-saving input from those with invested time and energy. 

     If you’re keeping to yourself  where you see things going, and not discussing your ideas for how you’re going to get there, you are shooting yourself in the foot. (And, psssssst: no nose and no foot can make things even tougher than they already are.)

“As the economy continues to shift, keeping employees up-to-date on how the company is responding, and how they are affected, will help insure against their becoming demoralized and disconnected.

“Effective communication helps engage employees, and that has positive implications for productivity and the bottom line.” 

–Kathryn Yates, global leader of communication consulting at Watson Wyatt

     You have chosen to own and/or manage a business or part of one.  Along with that choice comes significant leadership responsibility. Along with leadership responsibility comes the obligation to maintain and encourage 2-way communications with all those who report to you. 

     This is not a responsibility to take lightly.  Keeping those around you informed of what’s going on, spelling out for them how you see what’s going on, and where you aim to take things is the kind of stuff that makes or breaks the backbone of a business.

     Notice I said “2-way”  which means listening as intently as telling. It means weighing, assessing, and actively considering the suggestions of those around you. They are, remember, around you because you chose for them to be around you and you did that because you respect and trust them.

     So? So respect and trust them!  Accept that your people are as invested in keeping their jobs and growing the business as you are. They may not match your personal commitment level, but give them the benefit of doubt when they have ideas and suggestions. You might even learn something that makes a difference! 

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“Oh, My! You’ve Gotten So Big!”

     Remember hearing this every Thanksgiving  while you were growing up? The proclamation was typically accompanied by a hand on top of your head or shoulder?

     Ah, yes, and it usually came from some ignorant,  but maybe well-intentioned adult member of your dysfunctional family? Some aunt or uncle you only ever saw once a year gorging herself or himself on the annual turkey, stuffing and cranberry sauce banquet?

     Well, that was good training. Now you own and run or manage a business.  The likelihood is great indeed that you still see signs of ignorance in your family, and that it has — VOILA! — remained a dysfunctional entity!

     But odds are those growing-up days  dished out more suffering than you recall. Insecurity. Anxiety. Disproportionate thrusts of physical and emotional change. Hatred of all people older than 23.

     When did you last travel with a fourteen year-old?  You look at one a little crooked, and odds are you’ll be rewarded with a convulsive shudder followed by a flood of tears. He or she’s worried about which sweater to wear or iPod tune to buy and you’re trying to resolve travel delays. It’s a communications lock-down and some one’s going to end up angry.

     How did you handle it then?  Somehow you got through it all because here you are reading this post. What about now? Has your business reached puberty? Is it still in adolescence? Is it caught in the middle somewhere?

     Do you find yourself gulping, clenching your teeth and scratching  your head more that the startup years when there wasn’t even time to eat, never-mind scratch? Do you hate when people talk about how much your business has grown when in your heart you know you’re stuck in mud and hoping it’s not quicksand?

     Well, then, give your business a shot of “Adult.”  Stop thinking small and defeated. Stop acting small and defeated. Stop resenting outsiders sizing up your venture. Stop choosing to accept your circumstances. START choosing to change your circumstances. 

YOU DO NOT NEED TO CHOOSE TO SETTLE FOR ANYTHING.

     Some after-hours places to start:

• Run your disk defragment and anti-virus programs (uh, not at the same time)!
• Clean out your old email files, old databases, old business card collections!
• Clean out your supply cabinet (and discover what’s been over and under ordered)!
• Develop 3 new challenges for each employee and plan a group briefing!
• Explain your business to a five year-old and to an 80 year-old, then listen!   
• Check out work spaces – are they getting cluttered? Sloppy? Dirty? Lighting?

     Add your own. A quick monthly take on these “inventory” items will help your business grow up faster and with less damage than most humans experience! What have you got to lose? What have you got to lose if you stay stuck in mud another few years?

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Got Good Advice?

     If you’re putting all your business eggs  in one consultant or one consulting group basket, don’t give your business long to live! It may be time to remind yourself that your business is your baby, that you’ve worked hard to get it up and on its feet, and toddling forward. Sure it will fall on its face a few times, but YOU are the only one who can get it back on track.

     When you hire a consultant or consulting firm  and expect her/him/it to get all your ducks in a row, you’re headed for Disneyland! And given the kinds of fees being charged these days, you may also be on your way to the poorhouse.

     It’s an age-old proven fact  that the best solution to ANY organizational problem lies WITHIN the organization. The challenge therefore is HOW to draw it out, not to decide on what consultant to hire to analyze it to death and make recommendations you don’t need!

     Except for highly technical consultants, no consultant (inside OR outside) can waltz in  and pinpoint a management or organizational solution direction for you to follow. My best guess is that that person or “team” will be wrong more than 99% of the time. Why?

IF YOU’RE NOT PART OF THE PROBLEM,

YOU CAN’T BE PART OF THE SOLUTION

BECAUSE YOU’LL NEVER FULLY GRASP THE PROCESS!

     You own or run or manage the company  and that means YOU are the only one who can understand and guide the unique solution process as it exists in your unique organization. The ball’s in your court. You can get consulting HELP, but in the end it will always have to be your solution and your decision.

     Soooooooooo — why do you want to pay  for one support entity when you can have 5 or 7 (odd number recommended) support entities helping you FOR FREE? Huh? The best consulting help you can engage will be to help you engage an advisory board that can help steer your ship while you sleep or visit the head!

     You will probably also do this task better by yourself,  but — in starting an advisory board — objective, outside input can be valuable. Start with people you trust who you know agree with the general growth directions you plan, and who are willing to commit time and energy. They need not agree with you on the details of how to get there, but that’s okay.

     Reward them  by serving food and snacks at meetings; give them free samples of products and/or allow them “family” discounts on services. Treat them special. Require confidentiality but be 100% honest with them, and cultivate a high trust level with each. Keep them informed of both good and bad news.

     Call them together quarterly, monthly when needed. Don’t ever waste their time. Always have pre-circulated agendas of problem-solution issues and bring key employees in to present the details. Stick to the agendas. Give out assignments. Have goals of leaving meetings with solutions. Work it.

     Yes, it’s work,  but you’ll get better input, free, from people who feel they have a stake in the contributions they make, and whose input wins your respect. They will also end up being your best salespeople!

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OK, so now you’re

knee-deep in self-control

     So, what’s next?  Well, now that you have a firm grip on yourself and total control of all those latent late night and early morning temper tantrums, what’s next on the agenda? How about some practical how-to stuff for defusing OTHER people’s anger? Oh, joy!

     First off,  you’re not likely to get an angry associate, employee, friend or family member to instantly calm down just because you can now wave printouts of this blog site at her or his face and point out that the angry feelings are a CHOICE. Right. That’ll get you a subway fare to Madison Square Garden and a sharp stick in the eye.

     What then can I do, oh Anger Guru? What then can I do?  You can START by really paying close attention to the person who’s angry and by listening carefully to what’s being said. To begin, when we lose sight of the present moment and make a conscious or unconscious choice to feel angry about something or at someone, our brains take us rushing into a past who-did-what-to-whom accounting of past wrong-doings OR into an imagined scenario that hasn’t yet happened (and may never)!

     The goal then is to try to help the individual who is angry to come back to the reality of each passing moment as it passes,  to be focused on the here and now. BUT, unless you’re a shrink (and especially if the rampaging bull is wielding some instrument of destruction), it may be in your best interests to simply pretend you’re a rock. Assuming though that the anger is something less than maniacal in measurement, consider the following:

1)  Ask the other person if they would be good enough to please slow down the torrent of complaints long enough for you to be able to write them down on paper so that you can give serious thought to solving each problem (or addressing each issue) one at a time. [Then do proceed to write down each point as a separate item on a list]

2)  Ask the angry individual to help you prioritize each of the items listed so that you can number them as 1: First most important to take care of, 2: Second most important to take care of, 3: Third most important to take care of, etc., etc.

3)  Attack the items in order of the ranking by paraphrasing what was said about each (i.e., “Now let’s see, if I understand you correctly” or “Do I understand you correctly to mean that when Mary pulled John’s toupee off, he reached for it and she went to bite his hand but her dentures fell into the mixing vat and got processed into the pickle jars that were just loaded on the truck that left twenty minutes ago? Is that what you’re saying?”

Repeat and paraphrase until the angry person agrees 100% with your understanding of what the upset is all about, then complete that with a positive comment: “Good. I’m glad I understand this.”

4)  Ask for help in resolving the issue at hand, or at least provide some alternative action options for the angry person to consider.

     Be consistently and pleasantly adult-like and rational and logical and unemotional throughout.  This may be harder than it sounds, but if you’ve done steps 1-4 above, odds are you will already have effectively taken the wind out of the sails and restored some calm and order. As you proceed through the list, items will simply dissolve.     

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You Suck Eggs!

Yeah, well suck THIS: I QUIT!

You can’t quit; You’re Fired!

     You KNOW that the mainstream media lie.  You know the economy isn’t getting better. You know because you see your sales performance. You know because you’ve had to make lousy cutback choices you hate.

     So you’re irritable.  Your fuse is getting shorter. You’re ready to jump down the nearest throat. And the last thing you want to hear is for somebody to tell you to chill! 

     Okay, sometimes it’s hard  to realize that your angry upset feelings are a choice. And sometimes you just want to steamroller over it anyway. You’ve just read 10 sentences of negative thinking.

     Here:  http://halalpiar.com/2009/05/4-steps-in-one-minute-zero-stress/  Try this one-minute diversion for something positive. Go ahead. I’ll wait for you. You’ll be glad you did. Click on it for a 60-second visit, then come back!

     You did it or you “copped out”?  You know what? Where your business, your family, your friendships –and frankly anyone you encounter– comes into play, you really can’t afford to not take advantage of every opportunity to get yourself into, and consistently demonstrate a positive frame of mind.

     Angry feelings ARE a choice.  Deep breathing DOES serve to reduce stress and de-fuse anger. The point is that unless you are monitoring yourself (especially if you’re the boss). no one else is going to do it for you!

     The old saying that it takes two to tango hovers in a holding pattern over ill intentions.  It’s ALWAYS the boss’s job to back off. Real leaders back off. There’s a time to charge forward but not when it involves stampeding over others you are responsible for leading. You are the one who must de-fuse situations… hard to do when your own is sizzling!

     There’s no challenge in accelerating anger.  There’s no intelligence in accelerating anger. There’s no taking back the words or tools used in accelerating anger. There’s no leadership in accelerating anger. There’s no integrity in accelerating anger. There’s only stupidity.

     Why?  Because –and I can promise you this– it will ALWAYS come back to haunt you, perhaps when you least expect it and when it can do you the most personal and / or business harm, but rest assured it WILL come back to haunt you.

     All that having been said,  it’s hard to imagine anyone dumb enough to do it anyway, right? Wrong! Wrong because anger is probably at least half the time an UNconscious choice, capable of rearing its ugly head in the most innocent of circumstances.

     The ounce of prevention  then has to do with making sure you literally surround yourself with positive thinking, positive people, positive statements as much of the time as possible, keep a “here and now” focus as much of the time as possible … and remember to breathe!

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“Listen To Your Customers!”

     There is no single-sentence piece of advice,  guideline, or rule of thumb in all of business that’s more important. Your employees may be your greatest asset, but your customers are the reason your business lives, and the reason you get up out of bed and go to work every day.

     You are the boss.  That means — among 37 million other things you need to tend to — that, first and foremost, you must be putting yourself in the right place at the right time every day to be able to LISTEN to (absorb and process, not just hear!) your customers.

     Find out  what your customers REALLY think of your name, logo, themeline, reputation, service, branding, advertising, marketing, community involvement, pricing, packaging, cleanliness, vehicles, experiences with your products / services / employees / website . . . 

     You must ALWAYS  be asking for customer  opinions,  advice,  input,  suggestions, contacts, referrals, resources, networks … and then putting that information to work. Take it with a grain of salt if you like, but don’t blow it off or gloss over it!

I once knew a boss  who did all this listening, who actually hired professional facilitators and researchers to run opinion surveys and focus discussion groups, who gathered whole file cabinets full of customer information, and let it collect dust right up until the day he was forced to close his doors because he never heeded customer advice to upgrade his inventory of services

. . . and he never followed up  on the referrals and contacts his customers provided. It was just easier to do business the old way, using old systems, old inventory, old-thinking employees, and old contacts. It became a business too old for its own good.

     Customer Focus Groups  (targeted discussion sessions moderated by a professional presenter and interviewer) can be the most useful customer opinion and information-gathering tool you can use. Odds are, though, like professional business writing, it’s almost always (like probably 99.9% of the time) best to hire an outside professional to get the job done.

     Why?  One reason is that objectivity is critical to meaningful feedback. Two is that your customers will speak much more freely with an “authorized outsider” than they will with you and/or people in your organization.

     Outside professionals bring fresh perspectives and objectivity both to the table. And these are particularly valuable attributes when it comes time to interpret the findings. They are paid for what they do, Because they are not put on salary, they are really not “beholden” to you beyond the immediate assignment.

     You can usually count on  more honest and direct conclusions and hypotheses.

     Focus group format, facilitation, agenda, and especially the words that are used  can make a huge difference in what you learn… as different as the replies generated by asking someone WHY he or she was late, vs. asking HOW can being late in the future be avoided?

     Bottom Line?  How can you provide customer service or manage customer relations if you don’t know exactly and with certainty what your CUSTOMERS consider to be “service” and “relations”? It could mean something completely different than what you think.

FOCUS GROUP QUESTIONS?

Call or Email: 302.933.0116 or Hal@Businessworks.US  (“FOCUS GROUPS” in the subject line) 

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Still Think You’re A Leader?

     Last night  we stepped back from the daily realities of running a business to examine some of the attributes of leadership and facing the reality that being “The Boss” and being “A Leader” may not always be one in the same. WOW! If, in fact, you got that far with the thinking, congratulations!

     Reality is  that we all accept leadership as a special quality. Most everyone would probably agree that a leader needs to have vision, knowledge, courage, integrity, discipline, judgment, and all the hackneyed, overblown qualities that earmark presidents and prime ministers and generals and admirals and corporate CEOs (well, okay, some corporate CEOs).

     But how often  do we hear

        about the need for “Tact” and  

         “Knowledge of psychology”? 

     A leader who possesses “force,”  who has tenacity of purpose, an inner “self-starter” drive, a personal magnetism, is rarely considered a person of “tact,” yet “rudeness” is not the definitive issue here; tact is what cushions the force of leadership upon reluctant minds… tact toward both seniors and juniors!

     The true leader  must have an insight into human nature. He or she must be a practical psychologist and must know and understand others. She or he cannot influence people without a deep understanding of what makes others “tick” and what motivates them, and how.

     We have addressed this  a number of times here, that the only way to truly understand and appreciate what makes other behave as they do is to first understand what makes ourselves behave the ways that we do.

Learning what makes you tick  will open the floodgates to figuring out others, and it is that which holds the magic key to superior leadership skills and practices.

     So where did all these words of wisdom come from? Yes, I have taught semester-long courses and untold training programs on the subject, but guess where tonight’s and last night’s LEADERSHIP material originated?

     If you said  the U.S. Army during World War II, you would be correct! There’s nothing new here. It’s all about being motivated and dedicated to assuming the responsibility for leading others, and it doesn’t matter if it’s 1941 or 2009.

The fact remains that ongoing self-discovery births and facilitates the best of corporate, organizational, political, and military leadership in every instance. Are you really doing all you can to lead your organization (even if it’s just a staff of one!) to successful performances?      

# # # 

OK, Boss, but are you a leader?

     A leader  has been defined as one who must first have a cause to lead, then possess an inner urge — the spirit of a crusader — in furthering that cause.

     Next,  it has been said that the leader must have a determination and even a ruthlessness in carrying that cause to success in the face of every obstacle.

     Finally,  a leader has been noted as someone who must be able to engender in those being led a willing and even eager cooperation in that cause.

Since the distinctions are not always clear, and since most of us reading this own or run a business, it may be worth taking two minutes out of our lives to assess some of the 8 basic differences between what we may know of someone who is a leader, and someone who “the boss.”

• The boss drives employees. The leader coaches employees.
• The boss relies on authority. The leader relies on good will.
• The boss says “I” a lot. The leader says “We” a lot.
• The boss says “Get there on time.” The leader gets there ahead of time.
• The boss fixes the blame for the breakdown. The leader fixes the breakdown.
• The boss knows how it is done. The leader shows how it is done.
• The boss makes work a drudgery. The leader makes work a game.
• The boss says “Go!” The leader says “Let’s go!”

I recently read of 16 key qualities that “have often been identified as indicators of strong leaders. These include: Vision, Knowledge, Force, Courage, Decision, Tact, Judgment, Knowledge of Psychology, Loyalty, Interest in Subordinates, Justice, Personal Dignity, Selflessness, Personal Integrity, and Discipline.” (and tomorrow night, we will explore some of the more curious points on this list!) 

It’s also been suggested to me that these 16 may be but “just a few of the many qualities desirable in a leader” . . . in fact, I have seen one study which identifies 83 (!) leadership qualities . . . and that “the line of differentiation between those qualities which go to make up a leader and those qualities which go to make up character is thin.”

It’s perhaps worthy of mentioning here as well that those qualities which go to make up character are EXACTLY what the character of your business AND YOUR BUSINESS BRANDING are all about! (and tomorrow night, we will likely experience some element of surprise at the source for much of what’s included in tonight’s post! Tune in Sunday night around 9:45pm ET!)      

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Cultivating leadership

below?

What’s happening

above?

“Leadership is not just telling people what you want… it is getting people to do what you need them to do.”

— JON ALTERMAN, Senior Fellow, Center for Strategic & International Studies

     I’ve often told the story  that’s now regarded as classic leadership style about (Pre-U.S. President) General Dwight David Eisenhower, during WWII, when he was addressing a group of his officers at a makeshift table on the battlefield with a piece of string.

     He first pushed the string  across the table with thumb and forefinger and demonstrated the end result being a tangle. Next he took the end of the string between the same two fingers and shook it a bit before gently pulling it, demonstrating the straight-line formation of the string… and made his point clearly that troops who were pulled by their leader would perform better than those the leader pushed.

     Are you pulling or pushing?

     You own or manage a business  and are solely responsible for motivating your troops. You set the example. If you are pushing people, others below you are pushing people. Pushed people get resentful and become uncooperative.

     If you are stepping out onto the front lines  and pulling others along, you will be more likely to gain and retain the respect and loyalty of those below you who you are pulling. They will believe in you and trust you and follow you.

     This thinking and approach  is as critical at the very top levels of federal and state and local government as it is in multinational corporations and in Mom & Pop retail stores. Small business is not immune from Eisenhower-style leadership. In fact, it’s the place to ignite the kinds of larger, global applications that will eventually bolster world economy.

     I know, you’re more worried about your family right now,  right?. Then start focusing more on “getting people to do what you need them to do” by pulling instead of pushing.

     It matters not  that you sell pizza, luxury automobiles, chickens, well-drilling, website designs, media advertising, crabs, healthcare services, insurance, pickles, legal services, clothing, or real estate.

What matters is that you keep working every single day at making your leadership style better because the solidity of your customer base is only as good as the day-to-day performance of your employees, and your employee performance is only as good as the constant attention you give to the kind of leadership you provide.

Your leadership speaks of your integrity.

Your integrity is your brand!  

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Hal@Businessworks.US    302.933.0116

Open  Minds  Open  Doors

Many thanks for your visit and God Bless You.

Make today a GREAT day for someone!

Exceptionally Rewarding?

OR Extremely Frustrating?

     Common to most volunteer groups  I’ve experienced as a management consultant and trainer is that they bite off more than they can chew! Goals are generally vague and too all-encompassing, which creates feelings of frustration, prompts rapid turnover, and frequently results in failure.

     Remember that group goal structures  and criteria are no different than the ones I’ve discussed here for individuals. http://bit.ly/aaCJpz     http://bit.ly/ay6N2C   are two good examples worth checking] 

     For a goal to be a genuine goal  and not a “wishlist” item, you’ll find at the above links — among other points — that a goal must be specific, realistic, flexible, and have a due date, and it must adhere to all 4 criteria. You may want to re-read the last sentence. It contains the guts of establishing goals that work for individuals as well as groups, and it’s worth giving some thought to each of the 4 criteria.

     Why are meaningful goals  particularly important in working with volunteers. Because achievement leads to feelings of success, and feelings of success are the ONLY attributes that can sustain and justify volunteer effort. 

All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.

     According to  the training profession benchmark University Associates Editors Jones and Pfeiffer in one of their classic  Annual Handbooks for Group Facilitators, “All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.”

     One way to accomplish the task  of setting realistic objectives — based on consensus and group decision-making methods — “is for volunteers to set aside a block of time to devote totally to planning,” say Jones and Pfeiffer.

     Volunteer groups,  the much-acclaimed editing team experts go on to say, also need to establish meaningful and appropriate contracts between group members and the organization. And these contracts need to spell out what each individual can and will do.

     To function at a high performance level,  volunteers should also have regularly-scheduled group meetings, individual written job descriptions, and a permanent agenda item of “Are we meeting our job descriptions and how should they be upgraded as we go forward?”

     Leadership and accountability  require designation of project leaders and a volunteer coordinator, plus a “buddy system” orientation arrangement for introducing new group members. Rewards (e.g., expense grants, certificates, academic credits, extra training opportunities, news release coverage, commendation letters), and attention to the process that evolves are all critical ingredients in making volunteer group leadership work.    

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