What one thing

could you be doing better? 

     Before you start accounting for any business downturn you experience by blaming swings in the economy, in the stocks and bonds markets, in real estate, in interest rates, in politics, in government, in international relations, or anything else beyond your immediate control . . . STOP!

     STOP and reassess what IS within your immediate control that you’re not doing as well as you could be doing. 

     The odds are (assuming you’re willing to be honest with yourself) that one thing, if not THE one thing you could be doing better has something to do with communication.  Possible?  Or am I just imagining things?

     If you’re still with me, it seems fair to say that you probably agree that you and your employees could do a better job of communicating.  If that’s the case, then the liklihood is great that you and your employees most need to do a better job of listening.

     When you can become a more active, more effective listener, you set yourself up to be more in control of your business and better equipped to guide it through difficult times.

Take this little test . . . 

If you were the boss, choose one of the four choices offered (only one choice really works!) as to how you would most likely respond to the following situation: 

Disgusted with all the resistence given to suggestions offered, the disgruntled employee storms out of a meeting on how to increase sales, complaining loudly, “What the hell’s the point of coming up with innovative ideas around here anyway?” 

Should your response be A, B, C, or D?

A) “Don’t worry; you’ll come up with another good campaign.”

B) “I understand; I have trouble getting new ideas across myself!”

C) “Sounds like you’re discouraged about trying to change things.”

D) “Can’t you re-think key aspects of the campaign and present it again next week?”

     If you answered A, B, or D, you chose a type of reponse that 99% of managers would have used.  While each shows good intentions (A is reassuring; B is sympathizing; and D is questioning) — they all represent roadblocks to effective communication with the troubled worker. 

     If you chose C, you may have an edge in effectively handling employee complaints.  A, B, and D represent expedient but totally nonproductive responses.  What’s going on?  Most bosses are in too much of a hurry to make the problem go away and aren’t willing to use active listening skills. 

(Test and conclusion from an American Airlines in-flight magazine article by Gage and Beuford)

     Partly because it takes more time, effort and energy to listen carefully and most people find it difficult to believe that it’s worth the effort.  Partly because most people (maybe even more than 99%) have no training in how to be active listeners. 

     When an employee complains, the instinct of almost all managers is to dispense with the problem as soon as possible.  These expedient kinds of responses are natural, but they don’t get to the heart of the issue, and, in fact, often deepen the employee’s feelings of not being understood, appreciated or accepted.

     Experiment:  Take one entire day and try to listen harder.  Make notes to yourself about what you think you really hear.  It certainly can’t hurt; it doesn’t cost a penny; and you might be surprised.    halalpiar 

Tomorrow: Active listening best practices that can impact your bottom line immediately

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See Nov 29th post (below) for New Year’s contest prize and rules – Then GO FOR IT!  Emails to Hal@TheWriterWorks.com with “SOUNDS OF THE SEASON” in the subject line.  # # #

Check out and contribute to the daily growing 7-Word Story started 83 days ago (inside a coffin).  Click on the link to the right, or go to the “BOOKS” tab at the top of this page, then to the top headline link.

This is the time

  between waves. 

     Have you ever noticed the utter serenity of the sea in between waves? 

     How much is that like your life and the work you do? 

     Thanksgiving visits and family were here in a tidal wave (perhaps more like a tsunami for some), and gone . . . tiny stones and shells aclatter, scamper down the beach in withdrawal as the tide turns low. 

     Business activity slows incrementally to more of a crawl each day between now and New Year’s when it all grinds to a halt.  Ah, but not for entrepreneurs or manufacturers!  Not for writers!  Not for retailers!  Not for emergency personnel!  Not for those forced out of work by economic uncertainty.   

     This is the time between waves. 

     Now is when small business owners and operators and manufacturing enterprise management can finally take a breather from the year-long pounding of phones, faxes, mail deliveries, media broadcasts, meetings, conferences, emails, text messages, trade shows, endless travel itineraries, and industry reports, and get some real work done.

     Now is when their attentions shift to strategizing, planning, scheduling, catch-up reading, assessing, courtesy-calling, audits and inventories, and getting ready for the next big wave in January. 

     Writers?  Yup!  Now is when writers can drop back from their day-to-day discipline and actually review what they’ve done; this time between waves is the perfect time to edit and polish and prepare to get the manuscript or feature story done, to get an agent, get a publisher, get a direction for developing more freelance work. 

     Retailers?  Let’s not even go there.  This between waves time is “make it or break it.”  No time even to think. 

     Emergency personnel?  We all know that emergencies never stop and, if anything, they increase dramatically during the holiday season . . . and afterward, especially during the depression-heightened month of January! 

     So holidays mean relaxing business ebbs for some, and ulcerous anxieties for others.  Where are you right now?  You’re definitely not a retailer or EMT or ER nurse because you’d never have time to read this. 

     So since you are reading this far, it might be useful to remind yourself to make the choice to take full advantage of being between the waves.  It’s easy to get caught up in nonproductive activities, but you won’t get this valuable “down time” back until –maybe– the end of next year!  DO relax, but don’t fade away.        

     If you’re out of work, don’t count yourself out and head for the bridge.  You have the ability to pull yourself back up, kick yourself in the butt (a bit tricky, but not impossible for most!), and propel yourself forward back into the job market. 

     Remember that every problem that a company has is an opportunity for you to find the job that’s right for you, either in that company or another.  Stop beating yourself up.  Get focused.  And go for it!  Make it happen!  You can do it if you really want to.  All behavior is a choice.  Choose to make it easy

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Hal@Businessworks.US   302.933.0116

Open  Minds  Open  Doors

Make today a GREAT day for someone!

SPIT IT OUT,

ON PAPER!

Literally?  Well, not unless it’s a tissue, or maybe a paper towel or napkin.  Figuratively, then?  Hey, you may be bright enough to stay employed after all.  Are you being a wise-guy?  Of course, this is a blog, isn’t it?  So what’s your point? 

     Unless you’re in a high-stress, time-crunch job location like the ER, the battlefield, the deck of an deep sea fishing trawler, an air-traffic control tower, or the floor of the stock exchange, anything that’s important enough for you to say is important enough for you to say in writing. 

[P.S. If you’re a tree-hugger worried about your green reputation going down the tubes because you use too much paper, stop reading here and have a nice day!] 

     Once you get your basic thoughts down, edit them carefully (sleep on them if possible), then deliver them in writing (or printout), on paper (or occasionally, online via email)! 

     Now, wait a minute, I’m just a landscaper; the only paper I handle’s a time sheet, and my brother says his company makes all decisions by email! Ah, all the more reason to carry a pen and pocket pad.  How many times a day are you interrupted?  How much of where you were, do you remember after a series of interruptions?

     Every minute that you spend taking notes on the boss’s instructions and putting your ideas down on paper is an investment in your self-success, and the success of your business.

     You simply won’t believe this until you do it consistently for 60-90 days.  But that time period will make a believer of you. 

     As for your brother’s email-crazed company, and my note earlier that occasionally online communications work, is not a condemnation of email.  It is a warning flag that when you email important ideas, you are suggesting they are not so important because you’ve presented your thoughts in the mad rush, snap decision making “delete/save/file/reply” environment that emails breed. 

     Even when an important communication is carefully constructed and edited, it can fail because it was zipped off without enough attention to proper subject line wording, or careful thought given to the who’s who of Cc’s and Bcc’s, or just because the use of email can give the impression that the contents are not well thought out and have been shot from the hip. 

     Sometimes being more personal is better.  I hand deliver proposals to clients when possible because I can be there to see their faces and judge responses they may not express in an email reply or even a telephone discussion.  

     You can read and hear words in a response, but when you can’t see the facial expressions, the posture and the attitudes involved, you’ve only got half the answer.  How confident would you be of making a sale the customer agrees to while hand signaling or winking derisively to a co-worker as you’re babbling away to them on their speakerphone.  And emails are even more distant.

     Whether you’re a contractor making a mental “punchlist,” a law enforcement officer reconstructing an accident scene, an engineer struggling with an architect‘s lack of reality, an administrative or salesperson working with other’s deadlines and expectations, or a physician explaining a procedure to a patient, put it in writing! 

     By writing out what you observe, hear, think or propose, or by drawing a diagram to explain yourself you are taking giant steps toward improved communications.  Improved communications win job promotions, bonuses, customers, comeraderie, industry and professional attention, and management (and, yes, even family) support.  halalpiar

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Check out and contribute to the daily growing 7-Word Story started 77 days ago (inside a coffin).  Click on the link to the right, or go to the “BOOKS” tab at the top of this page, then to the top headline link.

Beating Business Breakdowns

     Why should your business needs be any different than your personal needs?  Well, sure, I know there are different parts involved, duh, and that living/breathing humans are different than paper-based legal entities.  But . . .

     When your body, brain, or emotions break down, you get professional help to work out and then implement some kind of rehab plan.  (Or maybe you first go get what doctors today like to softsell as a “procedure” –less threatening sounding than “operation,” but otherwise the same thing– and then do the rehab deal. 

     Either way, because you want to restore your vitality and get back to some level of normal functioning, you engage the services of people who are trained and experienced at assisting and guiding your physical, mental, and emotional functions:

• PT (Physical Therapist)
• OT (Occupational Therapist)
• ST (Speech Therapist . . . yes there are some rumblings about switching the designation to Speech Pathologist, but not from my corner; therapists are helping professionals; pathologists deal with dead bodies!), and 
• Psychotherapists (who of course will deal with you whether you’re dead or alive).  Just a little humor here.

     The point is that businesses have physical, mental, occupational and emotional breakdowns too.  And these will usually require the retention of professional “rehab” services as well: 

• accountants
• lawyers
• turn-around specialists
• sales and marketing consultants
• management consultants
• technical consultants
• business development specialists
• human resource consultants
• financial consultants
• creative consultants
• IT consultants, et al. 

     The secret is of course being able to sort through the myriad of options and alternatives available and to select the combination of services that best address the rehab interests of your particular business needs. 

     Spend the time and energy to make it happen.  Cutting corners on this process can get so expensive or troubling that it can easily overshadow the original set of problems. 

     Remember that you get what you pay for. 

     Don’t worry so much about industry-specific experience or if the individual or entity you’re considering claims expertise in numerous related areas or has a solid track-record in diverse industries.  What’s important is to feel sure that the person or group has the right attitude and chemistry match to work with you and your support team. 

     Don’t be put off if you only get slim pickin’s for references since most business rehab people work with strict confidence arrangements.

     One highly successful business owner I know routinely brings in outsiders to assist with growth or repair issues.  He makes a point of taking prospective specialists and consultants to lunch or breakfast to get a better sense of the person’s real self

. . . I look to see if he or she says ‘please’ and thanks the waiter or waitress, offers to leave a tip when I pick up the tab, eats like a vacuum cleaner, orders alcohol, takes cell calls, etc.  There’s a lot to learn about how someone will work with you and your organization simply by observing how that individual behaves in a social setting.  I generally include an associate in the experience so I have four eyes and ears doing the sizing up,” says my business owner friend. 

     Periodic “how goes it” evaluations and recommendations from outsiders is also recommended when growth is part of your business goal.  Call if I can help you sort through and identify some best practice solutions: 302.933.0116     halalpiar

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Check out and contribute to the daily growing 7-Word Story started 73 days ago (inside a coffin).  Click on the link to the right, or go to the “BOOKS” tab at the top of this page, then to the top headline link.

Hold Your Next Meeting

S T A N D I N G ! 

It’s your company or professional practice, division, department, team or work group . . . and meetings are eating up valuable time that needs to be used more productively.  Welcome to the majority, dear boss!  You are not alone in your frustration.  There ARE however some steps you can take to eliminate or minimize the impact of time-wasting get-togethers. 

Here are two first steps you may want to consider:

     First, accept the fact that it’s worth taking the risk of changing your approach to meetings!  What’s the worst that could happen?  Next, take a minute to write a summary sentence of what a typical meeting is like and what’s typically wrong. 

Then, think on the sentence you wrote as you consider the following questions:

• Do you use an agenda?  Is it circulated a day or two ahead of time so others can contribute topics under the (usually last, in case time runs out) new business section?  Is the agenda posted on newsprint or a posterboard or whiteboard or someplace where all can see it and keep track of topics and progress during the meeting? 
• Do agenda points have names or initials of those designated or responsible next to each?  Is the agenda a reasonable length given the alloted time?  Do you STICK to the agenda?  Do you step up to tell someone who’s strayed from the agenda that this meeting needs to stay on the agenda and that the point raised is a good one but needs to be dealt with separately after the meeting or with a separate session?
• Do you hold regular ongoing “status report” type meetings at regular set times at the beginning of every week or, in some cases when needed, at the beginning of every day?  Do you hold special monthly, quarterly, annual or semi-annual, or weekend retreat meetings?  Are these planned well in advance?
• Are ONLY those whose input is essential invited to your meetings?  Are people kept captive in your meetings for an hour or more when they need only be present for a five or ten-minute hunk of time, and could more easily be scheduled in a specific times on the agenda?  Do you remember to ALWAYS praise in public and criticize in private? 
• Do you solicit input from those attending or have them serve as an audience?
• Do you take notes and specifically request that all attendees take handwritten notes?  (Laptops are too distracting!)  Are follow-up issues given (and held to) deadlines or due dates?  Are expectations about follow-up actions clear to everyone involved?  You’re sure?
• Do you always start and end every meeting at exactly the times you advertise? 

     If you’ve been doing all or most of these things, and STILL have a meeting problem, remove the chairs from the meeting room, and conduct your next meeting STANDING!  Watch how fast things move and how little B.S. comes to the surface! 

     Finally, remember that:

 The more you manage by walking around, the less you’ll need to manage by sitting around!

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www.TheWriterWorks.com or 302.933.0116 or Hal@BusinessWorks.US

Thanks for visiting. Go for your goals! God Bless You.

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

Make today a GREAT day for someone!