November 9, 2011 | Author admin
The Christmas Tree Tax
The government has decided to charge consumers a 15 cent per live Christmas tree tax this year. This Christmas tree
tax is to help fund an effort by the Department of Agriculture to improve the image and marketing of Christmas trees. They say this is not a tax, but whenever the government takes money from citizens, it’s a tax. Of course part of any government’s purpose is to do things that cause the citizenry to alternate between laughter and tears. But there’s often a lesson for leaders as well.
How many times do we as leaders come up with Christmas tree tax type ideas? This particular example of government buffoonery points out two common mistakes leaders make.
First is an idea that just doesn’t make sense to the organization’s rank and file. Is there really a large group of people in this great land who have a negative image of Christmas trees? Is there a need for the government to help with tree marketing? Apparently the tree industry and the Department of Agriculture think so. But I’m not sure the people who buys trees, and would ultimately pay the fee would agree. Any day now, I’ll start seeing little tree lots sprouting up all over town like crocuses in the spring. Where once only weeds grew or vehicles parked, families will be tying trees to the roof of their cars and handing over ever larger sums of money. Others will be trekking into the nearby mountains armed with a saw to cut down some unsuspecting yearling. Obviously, the Department of Agriculture thought this was a good idea, but one has to wonder if they went through any kind of decision analysis. Sometimes leaders will make a decision based on incomplete information or simply a knee jerk reaction to some perceived problem or passing complaint. To paraphrase a common mantra during the rationing of World War II, “Is this decision really necessary?”
Second, is inept communication of the idea to the organization at large. A leader may have a change that seems a little odd or doesn’t quite make sense on the surface but is necessary anyway. (I doubt the Department of Agriculture’s idea is really necessary, but stick with me here) In that case, how the idea is communicated is essential. Forever gone are the days when the boss could just say something and, no matter how ridiculous, the people would bow and say “yes, it is good as our paychecks depend on complete subservience.” Today people question things, and we’re better for it. So if a change must be implemented, it must be communicated with complete honesty. Though not everyone will jump on board, support will greatly increase when the people understand why the change is necessary and the explanation makes sense to them. At the same time, call it what it is. In this case, saying the fee isn’t a tax, seems kind of disingenuous.
In case you think I made this up, the new not-a-tax policy is spelled out in excruciating detail in the Federal Register of November 8, 2011. You can see the whole text at http://www.gpo.gov/fdsys/pkg/FR-2011-11-08/html/2011-28798.htm.
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November 1, 2011 | Author admin
Customer Service, Attitude, and Leadership
If you had been hovering over the store that day, you would have thought you were watching some sort of live video game. My wife and I were in a large store looking for a particular item. We had walked around a while with no luck so we decided to ask. The hunt was on! We moved from aisle to aisle in search of a store employee and finally, as we turned down the curtain aisle there he was! But he saw us and scurried over to the next aisle. Not to be deterred, we reached the end of the curtain aisle and turned towards the next aisle, sheets. There he was again, this time talking to another employee. They both saw us at the same time and scurried off in two different directions. This cat and mouse game continued until we decided to split up and approach the next aisle from both ends.
I’m not an expert in customer service although as a customer I know good and bad customer service when I see it. My expertise is in leadership development and I’m amazed at how seldom businesses connect those two concepts. One of the most important aspects of leadership development is understanding the needs and motivations of those being led. Quite simply, it’s very difficult to have good customer service when inept leaders do not understand these critical factors.
Now I’m not saying that managers are intentionally sabotaging customer service. In fact they are often the ones reciting the mantras they learned in the last training session. The problem is that a good bit of customer service is attitude. When employees are enduring bad, or at least unskilled leadership, it reflects in the attitude that is very evident to customers.
Bad leadership doesn’t necessarily mean a manager who is tyrannical monster, plotting ways to ruin worker’s lives. More commonly, bad leadership is simply untrained leadership resulting from the all-to-common practice of moving employees into supervisory positions for which they are not trained and have not developed the necessary skills. It’s interesting that we require specialized training for the worker who operates the forklift, but not for the person who is responsible for leading that forklift operator.
Our hunt for a store associate was successful that day. We cornered another one who, with a startled look on her face realized she had nowhere to run. The experience had an effect on how much money we spent in that store. How much better would our experience have been if those employees had been led by a manager who understood leadership and not just some platitudes about customer service?
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October 24, 2011 | Author admin
Mixed Messages
Are your workers clear about who they report to and what they’re supposed to do? Especially in new companies, it’s common to have a less than clear chain of command in the interest of an “open” office. One company even has everyone take turns being in charge. I wonder who will be responsible when real, long-term issues arise. In too many organizations employees are often confused – not because they aren’t intelligent, but because as leaders, we make their world difficult to understand.
As leaders, we sometimes put our workers in different situations that lead to confusion. It’s all too common for an employee to have too many bosses. While it’s sometimes necessary to assign people to projects and teams that are led by different people, who the decision maker is must be clearly defined. The more senior leader must always make the arrangement clear. There may be times when a boss needs to assign a worker to a team, led by someone else, with explicit instructions regarding what that worker is to do for that team. In that situation, the boss must also make this arrangement clear to the team leader. It isn’t fair to put an employee in a position that causes conflict with the team leader who doesn’t know what the worker was told to do.
Of course the direction must be clear to start with. When it isn’t, employees are often confused about what they are really supposed to be doing. Leaders are often unaware this is even a problem. They know everyone’s assignment and assume the workers do too. There are two ways to address this problem. The first is a general description of a worker’s responsibilities. I’m not a big proponent of detailed job descriptions. They often cause more problems than they solve. A better approach is a job description that spells out responsibilities in general without going into minute details. I know many don’t like that approach because it gives management too much leeway to abuse their workers. While that may be true, an incompetent leader will do that anyway. This sort of job description works when it is accompanied by a good strategic plan.
When that strategic plan is well executed there are two benefits. First, every worker has a clear understanding of the company’s mission and what they do that is essential in accomplishing that mission. Second, it provides concrete goals and objectives and tells employees their part in accomplishing those goals.
Employee confusion is a real problem in many organizations, and one which many leaders don’t see. It’s a problem that may not manifest itself until a crisis happens and things start to fall apart. By that time, the damage is already done. Being clear up front can avoid a lot of pain later.
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October 17, 2011 | Author admin
Facebook, iPhones, and Boomers
Recently, I attended a gathering of my in-laws. My wife comes from a fairly large family so these infrequent events are almost like a convention. Much of the time was spent listening to the many tales of adventure and mischief that, as you can imagine with such a large family, were plentiful.
What really caught my attention though was Facebook and iPhones. Let me explain.
First, it’s important to understand the demographics of this family. All together, the members present represented almost the entire range of the Baby Boom Generation. We also had a couple of members from previous generations. Most of us in that room didn’t see a home computer until we were adults and for a couple of people, it wasn’t until they were well into their 40s or even later. As for the iPhones, it seemed that almost everyone had one. There were exceptions, like my Blackberry and a couple of folks with plain cell phones. But what really caught my attention was the discussion about Facebook.
Someone asked if everyone was on Facebook. That started a round of the question “Are you my friend?” It was somewhat comical to see middle aged people, and some a little beyond middle age, asking that question like a bunch of kindergartners. The fun was compounded as everyone tried to figure out how to accomplish the friending task on their smart phones. One person was actually fairly proficient at using Facebook on the iPhone, but had absolutely no idea how to check email on the device.
Besides providing a little comedy to the event, all this illustrated an important point to remember when working with different generations. I call it generational adoption; each generation tends to adopt things from other generations, but with varying degrees of success. Again, I must momentarily digress.
I’ll use the computer to explain generational adoption since this whole discussion revolved around computer technology. The first real electronic computer was built during World War II but Baby Boomers made it small enough to be available to the masses. Current computer capability, while still managed and led by Boomers, is often the product of Generation X, and to some extent Millennials. (Mark Zuckerberg, founder of Facebook is a Millennial)
So, Generation X and the Millennial Generation have adopted computer technology as their own, while Boomers have, to some extent adopted social media from later generations, which is what I was observing. But, generational adoption only goes so far. That point was illustrated by this room full of Boomers struggling to do something that my son does almost without conscious thought. I’ve observed that each generation seems to have a point past which they cannot or will not go. My grandparents, while always willing to consider new things, never came to accept the social norms that have become more common today. Most Baby Boomers can become fairly competent with computer technology to a point, but can’t quite grasp the nuances of how the newer generations use it today. I wonder where we’ll be when Millennials reach middle age and beyond and can’t quite fathom the newest technology.
Each generation seems to have their limit on how far they can go to adapt to new things. So, when us Boomers are a little slow to grasp what seems obvious to the rest of you, be patient. We’re not dumb, but it may take us a little while to figure out how to be your friend.
Click on the book and get your copy today.
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October 10, 2011 | Author admin
The Scar Never Really Goes Away
Robert Whipple
Most of us have had a miscommunication situation where another individual took umbrage at something we said. Let’s suppose that the problem was truly a misinterpretation of what you meant and that you were able to go to the other person and set the record straight. Now the issue is behind you both, right? Wrong!
The problem is that, for deep wounds, the scar tissue never fully heals. Sure you are able to go on, forgiven for the gaffe, but there is always going to be a degradation of trust in the mind of the other person. Nothing either of you can say or do can totally erase the issue. So how can you proceed? Does this mean that every time there is an innocent mistake, irreparable damage is done. Thankfully no!
The trick is to acknowledge the gaffe, work to heal the ill feelings as much as possible, then seek other trust building techniques to more than make up for the permanent loss due to the slip up. Actually, if you both work at it, the trust can come out higher than ever before, even though the scar is still there. It is as if the rest of the skin around the scar has become so strong and beautiful that even though there is still an imperfection, it is overridden by the surrounding area.
Think of a merger situation where one party inadvertently left some assets off a list. In the due diligence process, the error was discovered by the other party. The relationship can never be exactly the same as it was before the situation occurred, but with the proper rehabilitation, the trust can actually come out stronger than before. This situation can be more complex than I am representing here because it might be the accused person who is feeling the betrayal rather than the accuser, since the mistake was an honest oversight. It all depends on the situation and the temperament of the individuals.
The same remedial logic is operational if the betrayal was due to an actual deception rather than a misunderstanding. In these cases, the scar tissue is particularly deep, and it may be impossible to repair the damage, despite the effort. Many people at work or organizations that have merged know the pain of a complete collapse of trust. In serious cases, trust never does come back, and the individuals live with the duplicity or agree to go their separate ways.
A falling out in the work environment, whether justified or not is something that removes huge amounts of built-up trust. Good dialog and a conscious attempt to set the record straight are excellent first steps, but we need to go beyond these remedies to make the main focus of the relationship be the positive forward aspects instead of scars from the past. This means seeking out ways to generate more trust over an extended period of time.
Robert Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is author of: The Trust Factor: Advanced Leadership for Professionals,Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob had many years of experience as a senior executive with Kodak and with non-profit organizations. Bob Whipple is currently CEO of Leadergrow, Inc., an organization dedicated to growing leaders. To bring Bob in to speak at your next event, contact him by email, phone 585-392-7763, Website, or BLOG.
This article was originally published September 25, 2011 in The Trust Ambassador. Reprinted here by permission.
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October 3, 2011 | Author admin
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September 26, 2011 | Author admin
Leadership Development: Seven Do’s and Don’ts for Effective Counseling
Of all the tasks leaders perform, one of the most difficult is counseling. I know it always has been for me. Sure, I enjoy talking with other people, sharing stories and sometimes solving all the world’s problems. However, I don’t enjoy telling someone that their performance is not acceptable and I’m not the greatest at helping someone with a problem. I always assumed that, as I rose through the levels of leadership, I would reach a point where this task would be something I could pass on to lower levels. Wrong! It’s a basic responsibility that never goes away. But it’s also a task that carries some risk that leaders need to carefully consider. Here are some do’s and don’ts for effective counseling.
1. Do document everything. I hate having to do this but in today’s legal environment, your word is not going to carry a lot of weight later on if the issue gets bigger.
2. Do try to keep counseling positive. Some people like to get right to the point and that’s okay, but I find it’s more effective to also say at least something good. Of course you don’t want to exaggerate or lie, but try to find something related to the discussion that is positive.
3. Don’t swear. I know this is difficult for some people, but it’s important. While you may consider a little profanity as a way to emphasize your point, it may be very offensive to the subject of the conversation. People who are offended by your language will not be as likely to hear your message.
4. Do keep an even keel. It is very easy to get excited or even angry and have that emotion build up as you speak. That doesn’t help. Letting your emotions take over and drive loud and demonstrative speech doesn’t help and can even make you look silly.
5. Don’t talk down to the person you are speaking with. They are an adult, just like you.
6. Don’t try to be something you’re not. Specifically, some leaders who feel close to their followers will find themselves offering services they aren’t qualified to provide. Don’t hesitate to refer to the professionals.
7. Don’t expect, or offer, confidentiality. You have no legal expectation of confidentiality and your followers should understand that. Does that crimp your style as a counselor? Maybe a little, but following this rule can keep you out of serious trouble.
These suggestions should help you be a better leader and help you with the difficult and sometimes tricky task of counseling. Here’s a final tip. Always remember that your job is to help the organization accomplish its mission and goals while helping your followers be their best. If you’re always honestly focused on those responsibilities, and have established a level of trust and respect between you and your followers, counseling will be easier and more effective.
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September 5, 2011 | Author admin
What Does Leadership have to do with Customer Service?
Have you ever walked out of a business saying to yourself, “Their customer service sure isn’t very good?” What was it about that service that caught your attention in that negative way? Did you perceive a lack of concern for your needs or perhaps an unwillingness to go that extra distance to address your particular issue? How about a time when you felt customer service was excellent. What caused you to make that determination?
One of the most popular subjects for leaders in almost any kind of business is customer service. In fact, many are obsessed with this one subject to the exclusion of all else. Customer service is important. But, there are many parts of the customer service equation. One that is often overlooked is the importance of developing good leaders. Is there really a correlation between leadership and customer service? Absolutely! Here’s why.
Customers want one thing from you; satisfaction. They’ve come to you because you have something they desire. You want to provide whatever that is at a price that you both agree is reasonable. But customers are not automatons. They expect to be treated well and given a certain amount of deference. After all, they’re spending their money.
There are many good programs available to help your staff learn great customer service. Of course as management you are always reminding them how important it is. You may even be surveying your customers to understand their perception of the service you provide. One common problem these surveys reveal is that customers don’t quite feel like your service is the best. They may not spell it out, but they just aren’t sure your staff is as interested in them, as you would like them to be. Why?
This is where leadership development comes in. There’s an aspect to the customer service equation that doesn’t get the attention it should; the attitude of your leaders. Think about that place where you didn’t feel the customer service was up to your standards. Was there a feeling of stress or fear? Maybe not much, but an underlying atmosphere of uneasiness or discontent? If so, it’s because the leader (manager) has not set the proper tone, and that’s probably because they haven’t been trained in leadership skills.
When managers are good leaders their area of responsibility will run more smoothly, people will understand why they are important to the company, and that leadership knows and appreciates what they contribute. When your staff works in that kind of environment, with good leadership at all levels, the encouraging atmosphere will radiate to the customer, giving them a positive experience that they are more likely to want to repeat.
Leadership development is very definitely a component of great customer service. Do your leaders know that?
Podcast: Play in new window | Download (Duration: 3:37 — 3.3MB)
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August 29, 2011 | Author admin
I recently saw a request for help from someone who was chosen to replace the leader of an already established team. He doesn’t know the team members and has not led a team of this size before. To make things even more complicated, the team is spread out in several countries.
That’s a daunting responsibility! But, basic leadership principles still apply. Here are five steps any leader should take when embarking on a new leadership challenge. Don’t worry that you’re new and didn’t hire any of the team. All teams need good leadership and that’s what you’re there to provide.
1. Learn as much as you can about the team before you start in the new position. But, don’t act on any of that information until you have a chance to meet the team and observe. Analyze all the information you gather, then decide how to act. People outside the team will often provide incomplete or even erroneous information, whether intentionally or not.
2. When you first meet your new team tell them,
a. You have been honored with the opportunity to help them do great things.
b. You have already seen the work they have done and are excited about being a part of that.
Now, it may be that this team hasn’t been very successful, but you can fix that later. Don’t lie to them or exaggerate, your credibility will be shot, but you do want to begin on a positive note. You also don’t want to appear to be the guy who’s going to change everything. That would be the fastest way to build a giant, impregnable wall between you and the team.
3. Talk to, and more importantly listen to each member of the team. You want to learn as quickly as possible each person’s strengths and weaknesses.
4. Make sure you know what the team is there to do. Often teams just wander around in the wilderness because their mission is not clearly defined. When you are clear on the team’s mission, make sure the team is too. Then, if the team doesn’t have a clear plan to accomplish that mission, bring them together to build one. This is a great way to build a cohesive team and let them see how you are as the leader.
5. Two things you should not do.
a. Don’t start out with the attitude that you’re there to fix things or that you’re there because you have the answers. Even if you are there to fix things, don’t say it.
b. Don’t immediately start issuing orders and making changes. There are very, very few situations where a leader needs to make immediate changes. You may see things that need to be changed, but they can most likely wait until you have gathered more information.
These five steps will help you get started on the right foot with the new team. Always remember that the leader is there to serve the team, not the other way around.
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August 22, 2011 | Author admin
There is no shortage of leadership experts. Peruse a list of what various coaches, consultants and trainers offer and you’ll find many different subjects, but they all seem to have something like “and leadership” somewhere in the mix. Browse the shelves in your library or favorite bookstore for books on leadership and you’ll find no shortage of volumes on the subject. In fact, a search of the word “leadership” on Amazon.com returns 81,285 titles. So, there are plenty of answers available. But are you asking the right questions. Here are 6 questions you should ask about leadership development in your organization. With these questions, and maybe a couple of your own, you can narrow that search.
1. What do we really need? Are we looking for one-time training for a person who has a problem or do we need something a little more robust? If we need something for just one individual, why? Is it really just an issue with one person or does that issue indicate a more organization-wide problem? No single shot or short-term effort will produce lasting results. First time supervisors and managers need a different level of training than executives.
2. Are we, as an organization, taking leadership development seriously, or is it a hit and miss proposition? Should we have a leadership development program that is part of the organization’s culture?
3. How complex should our leadership development program be? Are we trying to create professors or practitioners?
4. Do we have a sufficient pool of more senior leaders who can be mentors? If not, what do we need to do to develop those senior leaders?
5. What is the best delivery method? Will an on-line type training program really meet our needs? Can we depend on people in the organization to actually accomplish training programs on-line? Would real-time, in-person training be more beneficial and provide a better return on our training investment?
6. If there is already a leadership program in place, is it effective? Does the program provide real training with follow-up and on-going support or does it seem like a bottomless pit into which we’re constantly throwing money to buy the latest thing?
When you have seriously considered these questions you’ll be in a much better position to critically evaluate the many options that are available. Note that these questions refer to a leadership development program. Developing leaders is an on-going effort, not a one-shot requirement to be accomplished with a single seminar or motivational book. Leadership development should be part of your organization’s culture. Is it?
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