Archive for category Human Resource Management

Lets say sorry and move on…

In an historic address to the nation today Australian Prime Minister Kevin Rudd said “Sorry” to the stolen generation. He said sorry for the pain, sorry for the ongoing indignation, sorry for previous governments not apologising, for taking indigenous children from their families many years ago.

In essence he is saying we are sorry for the human rights abuse that took place in less enlightened times.

In analogy, is this any different from a business which, may treat its people poorly, that may provide only scant regard for safety, that may let its policies of profit grabbing rather than capacity building be the norm, that may let or indeed support bullying and harassment.

In these enlightened times, lets say sorry for these indiscretions, and actively seek out ways to make our workplaces, places where people can be engaged without hostility, or fear, for our safety, security, esteem and lifelong education.

Let’s find more ways to truly engage with the people we do business with, and those we employ. Together we can ensure the future of contemporary business is one where the “vanguard avant-garde”, is a beacon of hope and inspiration. In doing so we can only hope these champions of business embrace the ideals of sharing to allow others the opportunity to follow in their mighty footsteps.

Lets say sorry for past indiscretions, lets forgive those that perpetrated those acts, lets then take steps to embrace the future by taking positive action to fully engage all levels of business to ensure we can stay clear of the problems and utilise the precedent which has been set to full advantage.

How to train to Win/Win

From an original article on various business success pointers, here are the individual “how to” possible options for you to explore.

Training to win/win
You and your staff should be trained to make the whole show win, then the customers can win too. A great position to get to and stay in.  For some the idea of training staff means showing them the bare basics of their job, but go a bit deeper and encourage thinking around the idea of Win/Win, when they get the idea the concept will probably become infectious.

  • Find out more about win/win and how you might create some examples you can discuss with your team.
  • Look for examples of win/win already at play in your business.
  • Use the concept to develop a team get together every so often to ask about and pass on ideas in business development.

Getting all this together is a great way to cause the team to work effectively together and can build the business to a strong position where people feel valued. This will then pass on to the customers and cause them to feel valued as well, in the end that’s what we all want.

Retain and engage staff, or else…

In the race to maintain and or grow their business many business operators find another hurdle that pops up far to easily, and that’s staff turnover. Some call it churn, but whatever you call it it costs the business $$.

Some businesses try to keep their wages above the award rates in the hope it will keep people in the business and not move on. Some use other tactics to retain the employees and even engage them further than the usual 9 – 5 arrangement.

In reality a lot has been written on this subject over many years and the fact that it is still a major issue is testament to the fact that not a lot has been done, or not a lot of understanding about the issue has filtered it’s way through.

Whatever the situation and the outcome, the effective engagement and retention of staff requires innovative approaches to ensure they are mentally stimulated enough to want to hang around and give positive input rather than just being driven by the $$.

Over time people can fade in their energy and interest levels, and this can have wide ranging effects on productivity, leadership, communication and probably a whole raft of other things in the business. So to ensure ongoing engagement, a variety of techniques should be employed, not just one.

Giving cash is one thing, but it’s often a short term fix, giving training is a good option, but should not be the only option as not all people want to be taken away from their work to attend leadership training for example. The astute business needs to find ways to adapt to the person and become more flexible in the delivery of retention devices.

Issues around working hours, family friendly work practices, and now health schemes are becoming more obvious as options for the team. Again innovative approaches need to be used to implement and develop these practices so the staff member can not grow or feel complacent, but rather feel more valued as the various options get rolled out.

Imagine a workplace where a range of options were put to staff, where they could elect some of the options to retain them, then there are more options they do not get to choose but are put in place as well (formal and informal training for example.) The upshot of all this is that an employee feels valued, to the point where they don’t want to go elsewhere, they want to simply contribute at 110%.

In an age where quality workers are lured by better players in the market any employer needs to consider the best ways to get and keep the best players, otherwise their business could find itself on the scrap heap faster than it might care to know about.

The miserly boss, or Scrooge revisited…

Many of you will have seen forums where the nasty boss is mentioned and various people have jumped in with numerous stories of how they have had to put up with a lousy boss. The stories are amusing enough, the problem is they are all too common.

In this day and age the idea that a miserly boss exists seems a huge anomaly to me and thankfully I have not had too many over my career.

Examples will cover low wages, poor conditions, poor recognition of work done, seemingly not knowing that a Christmas party boosts morale and not only celebrates Christmas.

The challenge is that this issue can quickly become a hassle and if the business does not come to terms with it, in a buoyant market place the staff turnover will be one form of evidence things are not running effectively. Follow it up with the chance that pilfering and fraud can happen too, and the outcomes can be very costly!

Ok Mr (or Mrs) Miser, it’s time to wise up. There is an old saying that you can catch more flies with honey than you can with vinegar. Therefore to be in a position where staff turnover and the other hassles are minimised you need to take positive action now.

  • I appreciate that you may have been bought up to have frugal ways and you are tight with money. Hand the function of staff happiness to another person and set a generous budget.
  • Assign others with the task of finding out what is making your staff happy, or not (try a paper survey), then look at what research has been done on this issue (lots!) and take action to rectify it now!
  • Appreciate there are times when these things can snowball out of control, your aim is to stop it snowballing, when yo do a direct measure of it will be people smiling followed by lower absenteeism, these are probably the key indicators you have done things right, so don’t stop, keep going.
  • Your profits are one thing but the idea of chasing $$ profits only is really just a part of the equation, happy staff are happy staff.

Enough of the ideas, you can get more by some simple Googling on staff incentive options and create a workplace that staff willingly come to work, make it productive, put in ideas and in all make the profits go wild BUT it requires $$ to be spent (often not much) to make a happy bunch of people.

Creating a business where you are the employer of choice may not be easy, but the results will be well worth it.

The business of red-hot core values

In business it’s too easy to fall into the trap of just doing business, then it can become a grind, the details become a blur and the idea of lifestyle enhancement as a value you wanted to chase can become minimal, in fact you may as well have just kept a job.

So where is the depth, the meaning that gives hope, strength, clarity, stamina, creativity, innovation and a whole raft of positive/emotive sensations?

These positive values are the core mechanisms that enable us to keep going even in tough times, to enable us to fall down and get up again, the resilience to bounce back, with a vengeance.

So here’s a loose definition of these “valuable business intangibles” as I see it, in this context. “Showing refinement, distinction and concern for the higher things in life.” This is where it comes down to the red-hot core values and some bigger questions to ponder in the business, and by individuals.

The points that follow are concerned with both team and individuals and how they connect or not. It’s about looking for and working with these distinctions to be able to create a business, which embodies these with a degree of ease and efficacy without having to consciously working towards them. So a degree of unconscious competence can kick in.

In reading the list, feel free to say, “If I had a business that had all these things I would be delighted, but it’s not going to happen today, nor tomorrow for that matter…” I appreciate this viewpoint and suggest the following… “You have these things in your business already, it’s a matter of ‘to what degree’ you have them”.

Your aim as the business-person would be to look at what you do in the improvements to your business that will add to the value of any of these. An example might be if you were wanting your team to service the customers more effectively, In chatting to them about the issue/s you might find yourself suggesting they be more tolerant, cooperate more with the customers and staff, show higher levels of respect and so on.

As you have just seen it may not be difficult to work with these as a group of items, but in isolation it might be. Note also some o the items are team based while others are more individual in their appeal and approach.

  • Honesty
  • Sensitivity to Others
  • Responsibility
  • Emotional Balance
  • Tolerance
  • A Deep Compassion for Humanity
  • Cooperation
  • Accurate Self Image
  • Respect
  • Development of self and others (for intrinsic and extrinsic value)
  • A Deep Sense of Mystery
  • Connectedness
  • Vision Mission – Personal and professional
  • Inner Peace
  • Freedom
  • Simplicity/Elegance
  • Strength – integrity
  • Holistic approaches to the development of – People – Environments – Culture/s

Taking a look at the list may be daunting, but I hope to show you ways to utilise each of these to enhance your business to be all it can be.

Finally, don’t think for a moment that this list is complete, feel free to add words you and your team might find that can be utilised to enhance the business further.

Using Gossip As An Effective Management Tool

Got a note from my 4th grade son’s school the other day. Seems he and a small group were standing in line and were overheard making comments about “getting wasted” in reference to drinking alcohol. They were immediately hauled down to the principal’s office and verbally reprimanded about “inappropriate topics of discussion.” What’s sad, is that the children learned they must be very, very careful about expressing their thoughts for fear an adult will hear it and over-react and “get them in trouble”.

One of the few ways we can know what’s on a kid’s mind is by hearing what they say. Once we know what’s on their mind, an opportunity presents itself to have a thoughtful discussion on the subject mater.

“Hey, kids. You know that alcohol has devastating effects on the developing minds of smart young people like you. “Getting wasted” can get you into a lot of trouble. If you have any questions, I’d be happy to answer them for you.”

What does this have to do with business? Plenty.

While the common adgage is, “Loose lips sink ships”, I believe loose lips can also help repair ships.

How many managers and bosses are walking around clueless to what’s on in the minds of employees because the employees are scared to be frank, open and honest? How many business boats are sinking because managers and bosses have created an ATMOSFEAR instead of an atmosphere within their organization.

With the exception of slander, racist remarks and vulgarity, when employees feel they are free to express their opinions, feelings and yes, even doubts … bosses and managers can “catch wind” of potential problems, insights can surface and opportunities for thoughtful discussion are created.

For instance. A manager overhears or “catches wind” that an employee is complaining about the manager. Instead of jumping down the employee’s throat and dishing out reprimands — what if the manager asked the employee for a brief meeting?

“Thanks for meeting with me, Jim. I think you’re a great employee and you have a lot of potential. But I sense there’s something I may be doing that’s keeping you from really achieving your best. What can I do … or stop doing to help you?”

Are your employees working on the good ship Stifled Expression? Or do you have an atmosphere that allows you to take full advantage of what is referred to as the grapevine, viral communication or the arena of the overhead?

Ancillary, random communication among employees can yield golden opportunities to effectively and productively solve problems and keep your business afloat and profitable.

Bad Acting Is Bad For Your Business

I called my stockbroker a couple weeks a go. I had a question. I wasn’t sure who to ask for because it’s been about a year or so since I actually talked to anyone there. Anyway, I finally get “my guy” on the phone. What a phoney!

This guy doesn’t know me from a fence post but acts like he just saw me yesterday. He ACTS like he cares about me, but his act is so bad no matter what he’s saying it sounds like this:

“Haaaaayyyyyyy, how ya do’in? Boy It’s nice to hear from you! I haven’t a clue who you are — but as long as you called — I’ve gotsome really great ideas for you to consider that will suit you perfectly, what-ever-your-name is. We should sit down and talk. I’ll pop some information in the mail to you. You look it over and give me a call. Cause, hey! I don’t remember your name, so there’s no way I know your phone number … as evidenced by the fact that you never, EVER hear from me.”

I got the info in the mail and I’m like, “Whatever!” I didn’t call him. Course, he didn’t call me. Until three days ago … I called him.

“My guy” wasn’t in. Someone took my name and number and said “my guy” would call me back. He hasn’t.

I’m moving my account.

Sure, maybe he wants my account and the fees that go with it, but it’s obvious he doesn’t care about my account or me. And no, sending me a birthday card every year doesn’t make up for treating me like I don’t matter the other 364 days a year.

Here’s My Points:

If the only communication I get from you is a birthday card, then the card simply calls attention to the fact that I never hear from you.

If you make me feel like the small account I am … I will never become a bigger account … at least not your account.

If you really don’t want my business … fine. But if you really do want my business … then genuinely treat me like I matter.

Who are you supporting?

In the crazy mixed up world of business we can often forget why we are in business… of course it’s to make a profit but what kind? is it just money or are there other profits to be had?

Other profits might include

• People learning more and benefitting society by utilising their new found skills and abilities.
• Suppliers to your business having to grow their business because your business provides them with the need to create more product due to increased sales on your behalf.
• Local community growth due to your business providing increased capacity for the local community to spend and earn.
• More community support due to your business providing executives on loan to not for profit groups.

I am sure there are many more ways you are supporting the community and those near and dear to you, often I find businesses that realise their impact is so vast they start to smile a lot wider, and get a warm feeling in their heart. It’s not just the cash, its the wider community benefits as well.

You may not plan for it or you might want to plan for it… Either way when it happens it makes the whole idea of business take on a fresh new meaning.

Uphill, down hill is there any in between?

The road we travel in business is a rough one at times, then it gets smooth and before we know it it turns to a dusty track with giant potholes.

I’m talking about the everyday challenges we face, be it in getting enough customers, having enough profit, ensuring staff are happy and the $$ are still rolling in…

For many in business it’s like a roller coaster and few things seem to placate this, just experience over time that tells you “here it comes again!”

Apart from experience the business operator needs to have a way of dealing with these situations to ensure they can come out on top, mentally, physically and emotionally (at least!) so to be prepared for these challenges consider a survival kit to help you on your way.

1. Get educated – If its marketing that’s a challenge? Find out how to do it better, If it’s leadership.. FIND out how to be a better leader. Get educated, take short courses, read books and implement it to make it work. I appreciate your time is precious but making time to get this one right will pay big dividends in the long run.

2. Get connected – Find a group of business people you can bounce ideas off, a business forum that provides an active place where ideas get ‘flipped about’ can be useful to help you see others are in a similar boat and there are ways out of it.

3. Hang Loose – Take some time out from your usual routine, go to a park, take a river walk… I care not for the details but give yourself a break… on your own is good, and leave the mobile phone in the car! Rain hail or shine this short break can do wonders to boost your emotional immune system and creativity.

4. Make it inspiring - The workplace is where you spend a lot of time, take a look around and say how inspiring is this place…. Now make alist of what to do and do it bit by bit if you have to, but make it happen to inspire you and your staff.

There you go a few points to help you on the road to business success. It may still have some potholes and challenging uphill sections but the goal at the end just got a fraction easier.

See something, do something…

Earlier in 2007 I did a post on Trademarks not what you think… It gave some starting points and some background to an idea that is really all about values and beliefs but does so in a more street smart way.

I thought it was time to pull out a few more and explore how they can be developed and a bit about why they can be developed (e.g. the end product of doing all this.)

Trademarks, the notion is that it sets you apart from anybody else that might have a similar business name (in the traditional use of the word), but beyond that it says “This Co does things in certain ways, ways that set it apart.” so the same with our trademarks.

It can be used to provide guidelines and information on bigger picture things in the business Marketing – Operational issues – Management. Then of course it can go to smaller issues within each area right down to the last ‘nut and bolt’

One key to using “Trademarks” is to utilise an overall device to assist with the development of each area within the framework lets call it a mantra.

“See something,
Do something”

If one person in the organisation saw something that was not “right” within the organisation they can invoke this mantra and take it from a saying to a thing to be acted on. If anyone says we can’t do that ‘because…’ then the person putting forward the idea need not feel put down, they were just doing what was asked of them, their aim might be to look deeper to find a way that can alter the first point they raised.

An example a customer service indiscretion is witnesses, you would (under ideal circumstances) report it as a matter of urgency or act on it immediately in some other way (take action) as it would effect a key area of the business (Customers!). If a mistake was spotted in an advert, “see something, do something” should then kick in immediately before it’s too late. (Again a key area of business and one that needs to be right.)

Using this simple mantra can give the business a developmental edge in all areas… so what to do, how to go about putting it into practice… make a sign “See something, do something” and put it up, everywhere! email people in your organisation about it (keep it brief) and support it at all levels, (from the customer down…)

Next, make a list of all the key areas in the business (to raise awareness) and give a few examples of how this system could be used in each, then start developing the business from that stand point. If profit is down, start with that, you will soon see what things are preventing your profit from developing and so you will be able to action those things more strategically.

Imagine, you know have a way of creating an improvement culture in your organisation simply and effectively. So go ahead, you have seen this now do something.

A fresh approach

If you are hiring employees, the usual take on things is to try and match the person you want via assessing their skills an abilities as well as attitude and qualifications.

So you place an advert and put in the role and some Co details, then wait for the cover letters and resumes to arrive. In the final phase you wade through the applications (or pay an organisation to do it,) then get the likely few to attend an interview. It all takes time and time is money…

Consider a fresh approach, one that can turn the process around and give you a few ‘good’ applicants. Place an advert with minimal info, let them know the role and a few basics (really basic basics…) and invite them to send in a one page “response”, a question like… “tell us why this role would be of value to you?” can soon sort things out. From these responses you should be able to gauge if they have the determination for the role, the motivation to bother taking your “fresh approach”.

If nothing else it will save you a HEAP of time in assessing candidates the old way. If you get a lot of responses consider a group session where you outline the role further and hold 60 second interviews… That should sort things further for you! First impressions can (or should) be very telling.

The “easy in” franchise start up.

For the Franchisor: How do you make the start up phase easy for the Franchisee?

For the Frachisee: How does the Franchisor make the start up phase easy for you.

This is the sort of question both parties should be asking themselves and for the Franchisor reviewing it often to make sure they have the best systems in the business.

Lets take a look at perhaps a usual scenario… the Franchisee joins the business, signs up and does the training, they start the business and pay the usual franchisee fees in the first month or so… it’s baptism by “deep end” immersion!

Lets step back a bit further and take a look at what really happens. For some this business opportunity is a start up, no business experience, and while there is probably great support systems in place after the training, some may not know how to use them, or perhaps might feel as though they would be embarrassed to use them. Although the Franchisee is keen to start there will probably be a range of issues they have to contend with, a new start, a change of work habits, new systems, training to learn… and the list could go on… and ON!

It might be suggested that the Franchisor’s role (in part) is to make this transition phase as simple and easy as possible so they can build the esteem of the Franchisee (vital really). So here are a few suggestions that could make a solid point of difference to the way your franchise business starts its new recruits (remember to use these as selling points!)

Fees - Consider not having the first two or three months of fees, and or making the fees a low start option (e.g. they pay an increasing percentage in the start up phase) To redeem the loss you include it in the start up fee for buying the franchise.

Income – During the training period and the first few weeks of set up, there is probably a loss of income, if you do not have an income guarantee, include a short term one to take the pressure off. Let the franchisees focus clearly on the training and getting things right.

Support – coaching – mentoring – training – Training is usually a given, the coaching, mentoring and other forms of support may be voluntary, or the onus put on the Franchisee. The aim being to ensure the Franchisee is a “happy camper” your role is to make these aspects more robust and easy to implement. If the new recruit is thrown in the deep end, how can you provide ‘services’ to ease the pain and ‘stop them from drowning”? Lets face it there are too many Franchise horror stories and the time stop this is at the start. If you have support staff in contact with franchisees how well do they coach, mentor and support?

Advertising – A vital part of the business mix, advertising can make or break a start up business. How many ways can you build extra value into the start ups advertising to ensure added value and possibly more customers? Show them the Press Releases you have sent out to their local media, then scour their local papers for articles that have been printed and show them, look for opportunities in the local media and utilise those to ensure the start up phase is happening with a lot of interest. Perhaps consider teaser adverts to build intrigue. Of course all the extras are in the price of the franchise.

List – Frequently asked questions for new franchisees (perhaps in an intra-net) and provide a whole range of support materials for them, from simple short video examples to PDF type documents or power point presentations they can get answers with very quickly. give the peace of mind in knowing the answers are there 24/7 so they do not have to wait for an “Area Manager” to call them back with an answer on Monday and it’s Friday night!

Family – A little touched on area of business… but the family support is vital to how the new franchisee feels. What material can you provide to raise their awareness of this new change to their lives? How it might effect things, the rewards it might bring later on… and so on. Most of all though provide something, even a brochure or leaflet is better than nothing and encourage them to get involved. For smaller franchises it might be as simple as inviting them to help out with the bookkeeping (if they have those skills) or delivering pamphlets in the territory. Any way they can help out can be very useful to the family stability in the early phases.

Thats the list for now, but keep searching for ways to help the new recruit. For Franchisees, look for franchises that offer as many of these support devices as possible and ask existing franchisees about how well these worked in reality.

For more franchise info…

Open the floodgates!

Who is blaming whom? In the failed business stakes there are those with the crushed ego from the fall who want to blame anyone but themselves. They will claim the system failed them, customers failed them, area supervisors and suppliers failed them… then of course the franchisor failed them!

In all the blame game generally gets people nowhere and often it happens too late.

No one wants a business to fail, so what happens? really it’s a simple cycle, born out of the old adage resistance, resentment and retaliation… lets take a stab at a possible scenario.

A franchisee gets started and is niggled they can get a support person to call them back from the main Co. (its been a busy time for the Co recruiting and starting a bunch of new franchisees). the franchisee gets miffed and start to build a sense of resistance, and becomes standoffish despite the supervisor apologising profusely.

In some people this resistance clears up and in others it festers in the background.

If this and other things continue the franchisee starts to resent the situation and the hollow they now find themselves in… (Often though these things start from a small issue though.) The retaliation when things have multiplied out of control becomes a range of finger pointing and blame and before long a hostile situation looms and any issue seems to push things further into a downward spiral. The flood gates have opened and Voom the rush of water knocks over everything in its path.

Seriously it does not take much to see this happen, in a franchise, personally run business or in general life!

Here’s the aim for the franchisor, stop it happening before it multiplies.

Herea re some simple points to make things happen more effectively…

- Open the Company communication floodgates – Make the franchisee see that everything is being done to assist them, pester your team to find out who they contacted in the past few weeks, and if they haven’t why not.

- Open the family communication floodgates – successful businesses have family support, its important that you know if a franchisee has this support if not find ways to boost it and get the family interested, supportive and involved.

- Make it a great start up – Before the business gets started make sure the franchisee has the right mindset and attitude to run the business and is willing to learn ways to build their skills in all areas.

- Train them and train your people, to be exceptional communicators – To do this, find ways to get them together to really get to know each other (and don’t wait for the next conference to make this happen.) for people to REALLY communicate effectively they might need to work more like a family.

- Make BIG! promises - And KEEP them. If you say you will jump, make sure you tell them how high it will be. Hollow promises cause a lot of problems. To make sure they happen set up simple and effective systems so your team can ensure they are done.

If you make these a major priority for your franchise business you will form a positive foundation to really set up a caring company that shows it is interested whole heartedly in its members. That’s my view on ways to make the 3 R’s that can damage any relationship (in this case business relationships) and make it less of an issue. Hopefully this is enough to calm the madding crowds!

More franchising articles

The exceptional organisation.

The exceptional organisation according to Tom Peters associate Ed Michaels, is one that provides and nurtures rigourously the following…
“Remarkable challenges, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in ‘Club Adventure’, maximized future employability…”

All this leads to attracting more of the right people both internally and externally. In a world where skilled and motivated people are in hot demand then this list is just a starting point. Now take the list and make your organisation “fit the bill” or miss out, the race for influencing great people to partner with your organisation is fast running out of options!

The info was sourced from www.tompeters.com and makes for great reading.

Suggestion, make a list of the items above and get your team and or yourself to create a list of ways to make it happen, I would do it as a table or matrix and see what’s already in place and what can be added. Go on go for a WOW organisation!

The attitude or the money?

In business there are many things to consider, but one of the most overlooked is the fact that you have to deal with people, staff, customers, suppliers, partners and support teams (accountants coaches and the like). The factor that makes or breaks the relationship that’s built is your attitude. But what is it, and specifically how does it fit to a business context.

Here are a few points to consider that go some way to making up your overall “business attitude.”

- Service orientation

- Persistence

- Practical and direct business skills (or lack of them)

- Planning and organisational skills – to set achieveable goals

- The ability to achieve

- Creativity and innovation

- Desire to succeed

- Honesty, intergity and sincerity

- Communication and leadership skills

- Motivation and drivers

All of these have a bearing on your attitude and if you take one or a few of them away or skew them poorly the money vanishes, or at best fades. In business profit is king, therefore you should be finding ways to enhance your “attitude” so you can attract more of the “right stuff” into your business and personal life.

Your aim is to have a Positive Mental Attitude and avoid a Permanent Bad Attitude!

Your magic business…

Today you are doing what SPECIFICALLY…

- to make your business more profitable?

- to cause the staff to LOVE you?

- to cause the customers to LOVE you and your team?

- to cause your suppliers to jump through hoops to give you great deals (and LOVE you)?

- to ensure your workplace is the best place to work, form both a safety and aesthetic perspective?

- to cut down on red tape?

- to create more elegant systems?

- to ensure your business is growing well?

The list can be as long as you like, with out this kind of input your business can stagnate and fade, in short it can shrivel up and die… So do something today to make it thrive.

Caring leads to loving… yes loving!

Caring for your staff can lead to respect, the word caring means showing positive and real interest towards each other. I am suggesting we take a caring approach to build the love we have so we can avoid, bullying in the workplace, foster greater connection with our customers and staff.

This article mixes well with “Your staff and service made easy” and should probably be seen as the next step on from it.

Of course there are various levels of love and I am sure you will appreciate and respect peoples personal boundaries and expectations in this regard, the aim is not to get into “hot water” but rather prevent hostilities!

In the beginning love needs to come from people who appreciate love and indeed have love for themselves (I’m not talking about egocentric over the top love here…) so on the list of “lovers” it would probably look like this.

1. They love themselves – then they know what its like and can lo ve others.

2. They love others, their close personal team – family then friends and workmates.

3. They love the customers - without them you are not in buisness so give them some love too!

4. Love being in business – no point in doing something you hate…

5. Love your offerings - are you selling great products and services or???

6. Love you business environment – take a look around, is it a gret place to work? really? get witht he progra and sort out some of the details so you can make thing humm!

7. Love the work teams - you may not be able to have much input into how they work together but if you love the team principles you can have a more productive and fun work place.

8. Love their communications – go on foster some great communications, break down some barriers and watch the teams flourish.

9. Develop a love for leadership skills – and instil these in everyone, make them all leaders (of their own projects.)

Okay so how would you do all of this?

1. Get great at coaching – mentoring – supporting and leading. Find out what you can do to be good at these and you will become a powerful support device to cause your business to fourish.

2. Create systems and methods to create closeness – then watch how the individuals and teams work to make the most of the situation.

Your aim in doing all of this is to create a work culture that supports, cares, holds people in high regard… in short it builds the love.

Your staff and great service – EASY!

Your staff and great service – EASY!

When it comes to service, practically all organisations I come across say they aim to have great service and if they don’t have it they will work on it. Problem is not many know how to make their service great, let alone good. Lets check out a bunch of points and shed some light on this always, topical issue.

Firstly there are a few things we need to get our head around, each business has people at the front line, they then have an environment (virtual and actual) and these coupled with human interaction create a culture. I put these in simple terms I call PEC’s (People – Environment – Culture). When these are coupled with Marketing, Operations and Management you have the nucleus or foundation structure of business.

Most people in business recognise this but are at a loss (often due to being too involved in the business to see it clearly) to be able to do anything about it. One feature of businesses that can improvise, overcome and adapt to situations are able to innovate and find creative ways to instigate the changes required to make things happen.

Lets put together some points to assist in the development of a customer excellence strategy.

  1. Why should they? – Chat to the staff about why good service is of value to them, the WIIFM or ‘what’s in it for me?’ try working the job security angle, or how it will make them feel giving great service.
  2. Train them – Ask them ‘Coach them – Model it’ By raising these issues and finding ways to create better service and setting the example yourself, you will be leading by example and acting as their service coach.
  3. Variety - Develop with the staff a range of ways they can respond to customers so they have to think more about the interaction  move from ‘Can I help you?’ through a range of other responses to make the relationship develop further than just a buyer and seller one. Give them the chance to build some depth with the customer.
  4. Do it in doses - Break up long customer service face-to-face and phone contact so that staff, don’t burn out.
  5. Put them in the customers shoes – Change the role around and let them critique the service exchange you could do it as a role play in a training session or simply send them to a few stores to buy things and report back on what’s working and what’s not.
  6. Develop great communication skills – “Ask lots of questions” use please and thank yous and explore building rapport which helps to build stronger relationships.
  7. Talk about caring - You cannot pay people to care (long term) but you (as the leader) can learn to push their buttons so they can learn more. Caring for each other builds trust and that equals easier sales processes.  if you can figure out the staffs buttons, they will be able to learn customers buttons as well. Here’s a clue its all about their motivation

There is more, lots more but for now that should give you and your team a great start to building a great service skill set and a culture of service excellence.

Sustain your good image with Pausitiveness

For a sustained good image, master emotional self-control. “Those who command themselves,” goes an old saying, “command others.” That is true, and it means being disciplined enough to put your personal feelings on hold even when tempted to blow your stack.

If you otherwise make a great first impression, yet allow yourself to be pushed over the edge to rant and rave and to say and do things that you later regret, that is the “you” that will be remembered. Your hard-won image of positiveness or enthusiasm can be shattered in an instant. It will take much damage control to undo even one such outburst.

One executive, whom I’ll call Harry, seeks to project himself as fair, sensitive, highly knowledgeable, a good listener, and, above all, tranquil under fire. However, his volcanic temper is never far from exploding. Moreover, when it does erupt in an outpouring of vitriol, no one is safe. After his emotional eruptions, no one looks him squarely in the eye for quite some time as he tries to resume his role as good ol’ Harry, the wise, imperturbable leader.

What Harry needs is what I call pausitiveness: the ability to pause and refrain from giving immediate feedback. Many an argument can be avoided if one side refuses to be defensive. That is because feedback, while generally a good idea, can be like throwing gasoline on a fire if you misunderstand the intent of the other person’s message.

Another example: I once was at the home of some friends and was chatting with the wife when her husband, who was running a little late, burst into the room in an apparent huff. Pointing at his shirt collar, he demanded loudly, harshly, “Where did you get this shirt cleaned?” Many spouses, fearing a rebuke, might have counterattacked. However, this woman, in a calm voice without disturbing body language, just named the dry cleaner and said evenly, “Why do you ask?” The husband said it was the first time any cleaner had done his shirt properly and he would like all his shirts done there from now on.

Therefore, clearly, there are times when it is best just to pause, bite your tongue, and restrain your body language and gestures in the face of an implied threat or criticism until the smoke has cleared. Maybe, as it sometimes turns out, there is no crisis at all, or perhaps you wrongly inferred that the other person was being critical. In any event, by remaining calm, you may defuse the situation and, at the very worst, you will not aggravate it.

Remember: People will always believe that what you say in your worst moments is closer to your true beliefs than what you more carefully tailor for their consumption in calmer times.

Bullying no thanks…

Of increasing annoyance is the challenge employers face in dealing with Bullying in the workplace. No longer is it just a blue collar “stir up the new apprentice with some pranks issue” but it’s a bigger issue involving all business types. It seems there are as many bullies as there are workplaces.

Finding out you have a bully is one thing, but dealing with them is entirely another… Often you find out you have one or three bullies far too late and their manipulative ways mean they may have already infected a range of people in your organisation. Poor productivity, lots of sick days taken, higher staff turnover may be just a few of the indicators a bully is in your midsts.

To combat this employers, managers and supervisors need to be vigilant that 1. they are not the bullies and that 2. they have a process of some kind in place for dealing with them. Finally 3. they have a way of discovering if they have any.

Attached is a document that can give you some insights into bullies and the ways they do things, use that as a starting point to pinpoint the behaviours bullies have and then work towards ways to over come these parasites feeding on your business.
Workplace Bully Information

Ford jobs issue creating concern…

The Ford Geelong issue will cause a few problems for a while yet. Local business identity Lawrie Miller who is part of the local Chamber of Commerce has suggested it will not cause a big ripple, that the people out on their ear may be absorbed in part, into “IT and Bio Tech industries…” (Geelong Advertiser 19/July/07)

Some might, but my gut instinct says its a bigger issue than that… Imagine being part of an organisation for 15 – 20 years making castings to be given the advice go into IT or Bio Tech… Yes it can happen and in some cases re skilling will take place, BUT if you have cast steel and aluminium for a long while, a ‘softer job’ in IT may not suit, you might want a more physical position similar to your past emloyment.

The issues around this won’t lay down in a hurry but what will happen in the messy business that is developing, will be interesting to watch, redploy or not there will certainly be some casualties. In what is histrocially a working class area there are those that are set in their ways and want things to remain the same as they have always been. Hopefully there are enough with the ‘improvise, adapt and overcome’ attitude, which will propel them forward into new roles.

Lets hope that people can see through politcal smokescreens (the company and the government) and see a clear way forward, so the security these people are used to can continue.

They say its true… 600 jobs gone…

The news today is saying they will drop 600 jobs at Ford in Geelong in the casting plant, as they can get the engines cheaper o/s. That might be true but what about the carnage… not just the jobs, the investment.

The Victorian Government has put in over 60million dollars investing in the car maker to keep it here, keep it viable and so forth, but now has that money gone down the drain? Probably.. Will the Detroit big guns be swayed by a delegation from down under… nah probably too late… Will we as tax payers see the millions back in our coffers… “Sorry boys we spent it already.

Someone has made some cash out of the whole thing.

One thing is for sure even ten mil could have provided for those 600 by providing jobs in other areas in the region. A think tank on how to use 10 mill to make a highly sustainable range of businesses so that jobs and enterprise could be secured would have been useful.

But instead the people in power have had their arms twisted to give away a lot more and get little back. Lets see if anything good comes of the situation as the Detroit big guns throw their hands in the air and say “Hey there’s nothing we can do!”

Welcome to the clever country peoples!

Time For A Business “Forms Review”?

When was the last time you updated your business forms? This issue came to light recently as I sat in a doctor’s office filling out forms. While I wasn’t there because of a pain in my rear, I was quickly developing one.

For starters, there was barely enough room to write my first name, let alone my middle and last name. Where I was to put ‘city” there was only enough room to put the first four letters of Butte. And I was only able to squeeze in 3 of the 5 zip code digits. To make a long story short, no one manufactures a pen with a fine enough point to allow me to squeeze in the information the form asks for.

Then I get to the medical questions. Half the stuff they ask, “if I’ve ever had’ — I just now developed as a result of trying to fill out the form, including eye pain, double vision, a headache and anxiety.

Then I read the following: “Have you ever had any of the following problems?”. Really?
Do they really mean

    ever?

1) Frequent Urination. Well, yeah. I mean, you simply can’t pound a six pack and not have frequent urination. 2) Testicular Pain or Swelling. Again, yeah … there were a few times in gym class during dodge ball I thought I was going to swallow my eyeballs. And, I don’t know any father who hasn’t fallen victim to an over-zealous 2 year old with a “cute little plastic baseball bat”. I’m rolling on the floor, writhing in pain, can’t catch my breath and my wife’s telling me to “man up”, get over it and take care of some heavy-lifting in the garage.

But seriously, when WAS the last time you updated your business forms? It may be time for a “forms review”.

Is there really enough room for anyone, including the elderly and those with arthritis, to easily fit their information in the space provided? Pretend your name is Samantha Allison Jamison-O’Hara or Johnathon Abernathy Wellington. Can you really fit a long street name and an apartment # in the address line?

Room to write is one issue. Another is relevant information. If you’ve been using the same forms for a number of years, they may be outdated. Many forms created years ago weren’t designed to capture “Late Trend” information such as e-mail addresses, cell phone numbers or allow for blended family name or female hyphenated name issues. A “forms review” is the perfect time to address these issues.
Seek input from your patients, customers or clients — those who must fill out the forms. Are the questions really clear? Is the sequence of the information asked for logical? And while some comments and suggestions will be totally irrelevant, by and large, you’ll end up with some quality input. It’s also a great PR move.

Your patients or customers will feel like they have some ownership in the form and it will create goodwill. You can even add a line at the bottom such as, “This form was designed with the thoughtful input of our patients to be as user-friendly as possible.”

In addition to having your office staff sit down and actually fill out your office forms, ask them if they’d improve anything. It’s possible they’ve been hearing complaints for months or years and simply smiled and nodded knowingly to the complainers.

Once the forms are redesigned, make full-size copies and have people actually fill them out and evaluate them. Have the staff do the same thing over a couple day period. Often, errors are overlooked in the rush to get it done. Take the time to do it right, because if past performance is any indication of the future, you’ll be using these new forms for years.

Ford to dump workers…

Ford may dump workers at its Geelong (Aust) plant in a chance to rebound from a slump in sales of its larger engines produced at the plant. This has people from all sectors of Government and industry bodies jumping to try and stem the flow on effect this may have IF it happens. My view, lets see what happens first and not jump in too hastily.

Okay companies have dumped workers before (Geelong Cement threw out 150 workers, closed up and walked away) and despite claims of many ill effects, generally little happens due to a range of paramaters that kick in. Some take early retirement, some redploy readily (some happily), some will move out of the area to seek a new start,  some may even start a business, so they can be their own boss… and so on.

In the case of Geelong Cement many of these kicked in and the leftovers took a little while to find their place but generally the kicking and screaming was VERY minimal.

I guess there will be some that struggle if the company closes part of its facility but things are far diferent now that a few years back when Australia was in the throes of recession and much higher unemployment.

My point… Times change, people move on, (some struggle, some find it easy, some may even say its the best thing for them to be pushed into something new.)

In business things change, and life charges on. Goverments can throw a lifeline if they wish, but perhaps they should use caution and watch proceedings develop first rather than be part of the “sky is falling” mob.

Business changes are bought about through various changes in what the market wants… Typewriter sales went out the window with computers coming in… Things change and we have to addapt to that.

Sure jobs are important, but in a climate of low unemployment, skills shortages in a range of industries, perhaps Ford’s “dumping of staff” will assist other businesses to flourish and not cause nearly as much devastation as the protagonists would have us think.

Pass me the keys please…

No not the keys to the car, the keys to my business success!

Wouldn’t it be nice to have a few keys to making your business better? For many in business its about building the team they have so they can leverage their time and money more effectively. So here goes, check these key tips out to help you create a team to assist you to be more successful in business.

1. Know you need to plan for people - If you aim to get staff at the last minute to fill a gap, chances are you will end up with a few challenges down the track, get a clear idea of what sorts of skills you want and the attitude you need to make the job work for you. Then hire carefully with these key points in mind.

2. Train them - Okay so you are not big on training, it does not need to be big, just effective. Make a list of what things they need to know and tick them off as you show them… Where things are, who the OHS officer is, how the system works, who does what, who their buddy is. Do it bit by bit and share the load with others if you have a few people in the team already.

3. Buddy them – Link the person to a buddy, a buddy will look after them for proably a few weeks until they know things inside and out. Then you can assess the persons performance three ways, from your observations, the buddies view point and a chat to the person in question.

4, Chat to them – Find out how day one went, then day two, day four, day seven and so on. Keep them in the loop about things that happen and things you expect. Remember to be friendly and fair, so tell all the team the same things in a friendly way, inspire them, don’t push them.

5. Start them late – Most people start a job on a monday, but what if its was a thursday or friday… they don’t get a brain overload that way and you ease them into the role in a more relaxed way… Chances are they will remember more of the info you want them to remember as well.

6. Career path - Provide a series of steps for them in the business, its probably only a title and then a small rise in pay, but it can build a sense of self esteem, self worth, growth and development and not just become another job they turn up to day in day out without any opportunities.

7. Reward them with incentives - It may only be a few small things, concession items like dinner for two, an award plague for x years of service, but the aim is to show you care about their contribution and provide the little things along the way that make their job worth doing. ure  you pay them but this little add ons can have a huge bonus effect becuase people generally love it when they are noticed for all the right things.

8. Share the businesses successes - Peoople often like feeling they played a part in the development of something and in this case it can be a big buzz to know you helped the business to win a job, create better systems and so on. BUT you have to tell them about it and not just expect them to figure out that things are going well.

So there’s a few keys to your business success, keeping the team firing on all cylinders. Its not rocket science but it can cause your busines to shoot for the stars!

What do you know…

People are only as good as what they know. That’s a simple piece of information everyone should know. But very importantly in business its a great thing to be aware of with staff and customers alike. You might assume they know lots of things like you do, but when push comes to shove you might find out too late they don’t know what you thought they knew… and that can be VERY CHALLENGING.

Here’s an example, I remember in Uni I wanted to buy a typewriter to do assignments with (my handwriting is illegible to most…) and my father in law asked me did I get one that was a word processor? I gave a blank stare, at time I did not know what that meant… I fobbed him off with a “Oh yeah it can plug into some thing to print out a thingy…” and I did everythng I could to change the subject.

Clearly I did not know what the term meant or how it would be of value to me.

There are plenty of examples I am sure you can think of. Of real interest to me here though is to raise the awareness of management training to small and medium business operators. Many are tradespeople who learn a skill, start a business but are unable to grow the business successfully as they do not know how to manage it, they were never taught that.

And often its right across the board, staffing, finances, leadership and so on. So to ensure you are able to make your business sustainable, make the time to learn more so you can be, and do more in your business.

The Four Styles – Acting on the Golden Rule

With the natural differences among the four behavioral types in mind, pretend that you want to give four people 15-20 minutes to make three simple decisions:

1. Where the next meeting will take place
2. When it will happen
3. The theme of the meeting

Quite by accident, your group consists of one Relater, one Thinker, one Director, and one Socializer who all believe in practicing The Golden Rule. Do you think they’ll get the job done? Perhaps, or perhaps not, depending on how each responds to one another in handling the simple task. Let’s see why this may not work out.

As they walk into the room, the Director typically speaks first. “Here’s my plan…

The Socializer says, “Hey! Who died and left you boss?”

The Thinker says, “You know there seems to be more here than meets the eye. We might want to consider some other relevant issues and break into sub-committees to explore them.”

The Relater smiles and says, “We may not get this done if we don’t work as a team like we have before.”

If you think that I’m stacking the deck, consider putting all four of one behavioral type into the room to make those decisions. They’d get the job done, wouldn’t they? Not if they follow the Golden Rule verbatim!

What do you call it when you send four Directors into the same room? War!

Or four Thinkers? Paralysis by analysis!

And four Relaters? Nothing! They sit around smiling at each other: “You go first.” “No, why don’t you go first. By the way, how’s the family?”

When four Socializers walk out, try asking them if they’ve gotten the job done. “Get what done?” They’ve had a party and instead come out with 10 new jokes and stories.

I may be exaggerating to make a point, but in some cases, not by much. Directors tend to have the assertiveness and leadership initiative to get tasks started. They may then delegate to others for follow-through, enabling the Dominant Directors to start still other new projects that interest them more.

Thinkers typically are motivated by their planning and organizational tendencies. If we want a task done precisely, find a Thinker. Of the four types, they’re the most motivated to be correct — the quality-control experts.

Relaters have persistence and people-to-people strengths — patience, follow-through, and responsiveness. When we have a problem, we may choose to go to a sympathetic-appearing Steady Relater because he or she listens, empathizes, and reacts to our feelings.

Socializers are natural entertainers who thrive on involvement with people. They also love to start things, but often don’t finish them. In fact, they may pick up three balls; throw them in the air, and yell, “Catch!” Emotional, enthusiastic, optimistic, and friendly, Socializers usually pep up an otherwise dull environment.

Nurturing creativity…..

Well, I guess not much got done that afternoon, but I bet there is never any bad ideas there…. Read the rest of this entry »

Apathy is a Major Social Problem — But Who Cares?

Actually, it is — and we all should care because it’s enthusiasm, not apathy, that makes the world go ’round. John Wesley, the famous founder of Methodism, was asked how he was able to attract such crowds when he preached. He replied, “I just set myself on fire and people will come from miles to watch me burn.”

Being enthusiastic isn’t merely talking energetically and gesturing wildly about your passion. It can take a quieter path. Maybe your enthusiasm is revealed by the earnestness and persistence with which you seek to get others involved. Maybe it’s shown by your strength of commitment, your refusal to become discouraged. Maybe it’s that spark in your eye, or that warm smile, and the unmistakable genuineness that emanates from you as you explain, again and again, your mission.

How People Learn

“The longest journey on earth begins with a single step.”
(Anonymous)

Can you remember when you first learned how to drive a car? Before you learned how, you were in the Ignorance stage. You didn’t know how to drive the car and you didn’t even know why you didn’t know how to drive it.

When you first went out with an instructor to learn how to drive, you arrived at the Phase 2: Awareness. You still couldn’t drive, but because of your new awareness of the automobile and its parts, you were consciously aware of why you couldn’t drive. You may have felt overwhelmed by the tasks before you, but when these tasks were broken down one by one, they weren’t so awesome after all. They became attainable. Step by step, familiarity replaced fear.

With some additional practice and guidance, you were able to become competent in driving the car through recognition of what you had to do. However, you had to be consciously aware of what you were doing with all of the mechanical aspects of the car as well as with your body. You had to be consciously aware of turning on your blinker signals well before you executed a turn. You had to remember to monitor the traffic behind you in your rearview mirror. You kept both hands on the wheel and noted your car’s position relative to the centerline road divider. You were consciously aware of all of these things as you competently drove. This third phase is the hardest stage – the one in which your people may want to give up. This is the Practice stage. People tend to feel uncomfortable when they goof, but this is an integral part of Phase 3. Human beings experience stress when they implement new behaviors, especially when they perform them imperfectly.

In Phase 3, you must realize that you’ll want to revert to the older, more comfortable behaviors, even if those behaviors are less productive. At this phase, you must realize it’s alright to make mistakes. In fact, it’s necessary so you can improve through practice, practice and more practice.

Returning to the car example, think of the last time that you drove. Were you consciously aware of all of the actions that I just mentioned above? Of course not! Most of us, after driving awhile, progress to a level of Habitual Performance. This is the level where we can do something well and don’t even have to think about the steps. They come “naturally” because they’ve been so well practiced that they’ve shifted to automatic pilot. This final stage, Phase 4, is when practice results in assimilation and habitual performance; where your productivity increases beyond its previous level and reaches a new and higher plateau.

This four-phase model for success can help you break out of the rut most of us dig for ourselves. By experiencing success and encouragement at each level, change can be exciting instead of intimidating. The bottom line is this: skills and attitudes will both improve by taking one step at a time.

Are You Eating All Your Marshmallows?

A fascinating study was conducted at the University of Stamford some years ago. Four-year-old children were placed in a room, one by one, and a marshmallow was placed in front of them. Each child was told that if they didn’t eat the marshmallow in fifteen minutes, they would get two; but if they ate the marshmallow in front of them, they wouldn’t get another one. Two out of three kids ate the marshmallow. Fifteen years later, there was a follow up to the study and what was found was incredible. Every child that participated in the study and hadn’t eaten the marshmallow was successful and many of the children who had eaten the marshmallow were not doing well at all. Some had dropped out of school, others were not making good grades, and others still were very much in debt.

If you only saved and invested only $5 a day in a mutual fund averaging a 10% yearly return (instead of spent it on junk food, cigarettes or alcohol) from age twenty one to age sixty five, you’d have nearly an extra $1,500,000 at retirement.

The conclusion of the study was that people who are able to delay gratification have a much better chance of being successful in life.

There are marshmallow eaters and marshmallow resisters in our society, but the eaters outnumber the resisters three to one.

This principle is perhaps the only success principle that can be applied by anyone. Even if you don’t apply any other principles, financially at least, you will be successful.

How Conflicts build up, and how to resolve them

Organizational conflict can occur at several levels: between individuals, between groups and between organizations. While we will focus on interpersonal conflict, the principles and ideas discussed here are also valid for inter-group and inter-organizational conflicts.

Conflict typically proceeds through four stages even if each step is not recognized as such. The phases identified by theorist Louis Pondy are as follows:

Phase 1: Latent — When two or more parties must cooperate with one another in order to achieve a desired objective, there is potential for conflict. Latent conflict is often created whenever change occurs. Examples are a budget cutback, a change in organizational direction, a change in a personal goal or value, a new crisis project added to an already overloaded work force, or an expected occurrence (such as a salary increase) not happening.

Phase 2: Perceived — This is the point when members are becoming more aware of a problem, even if they are not sure where it comes from. Incompatibility is perceived and tension begins.

Phase 3: Felt — The parties begin to focus in on differences of opinion and interests, sharpening perceived conflict. Internal tensions and frustrations begin to crystallize around specific, defined issues and people begin to build emotional commitment to their particular position.

Phase 4: Manifest — The outward display of conflict occurs when the opposing parties plan and follow through with acts to frustrate one another. Conflict is very obvious at this point.

As conflict proceeds through the stages, resolution becomes more difficult. People become more locked into their positions and more convinced that the conflict must be a win or lose situation. The ideal is to recognize conflict early and work for a resolution that is a win for each of the parties.

Conflict Resolution Behavior

There are five basic behaviors that will help you resolve conflict in almost any situation you encounter. They will allow you to benefit from positive disagreement without having those disagreements escalate into out-of-control personality conflicts that damage the morale and productivity of the organization. These basics are:

Openness — state your feelings and thoughts openly, directly, and honestly without trying to hide or disguise the real object of your disagreement. Don’t attribute negative statements about the other person to unknown others. Use I-statements and talk about how you feel and what you want. Focus on current specifics and on identifying the problem.

Empathy — listen with empathy. Try to understand and feel what the other person is feeling and to see the situation from her point of view. Demonstrate your understanding and validate the other person’s feelings. Comments such as “I appreciate how you feel” … “I understand your feelings” … “I’m sorry I made you feel that way” … let the other person know that you are sincere in understanding her views.

Supportiveness — describe the behaviors you have difficulty with rather than evaluating them. Express your concern for and support of the other person. Let him know you want to find a solution that benefits both of you. State your position tentatively with a willingness to change your opinion if appropriate reasons are given. Be willing to support the other person’s position if it makes sense to do so.

Positiveness — try to identify areas of agreements and emphasize those. Look at the conflict as a way to better understand the entire situation and to possibly find a new and better solution. Be positive about the other person and your relationship. Express your commitment to finding a resolution that works for everyone.

Equality — treat the other person and his ideas and opinions as equal. Give the person the time and space to completely express his ideas. Evaluate all ideas and positions logically and without regard to ownership.

Conflicts offer many benefits if we can resolve them productively. Healthy disagreement can have a positive, generating effect. As people are forced to work through a problem to its solution, they get a chance to better understand the point of view of others. Successful resolution of small conflicts can diffuse the possibility of more serious conflicts and result in better working relationships.

Creating Employers of Choice.

With a shrinking job market and an aging workforce there are higher levels of competition for workers in the western world than probably at any time in our history.

How then will employers handle this situation and create workplaces, which employees will love to work in, be delighted by the work they do and generally be passionate about their job choice?

It’s easy to be in the outside looking in and offer possibilities to the employer, but in reality tight budgets, limited resources and often seemingly inflexible management practices make this process a challenge to be reckoned with.

Firstly lets take a look at some of the possibilities and then discuss how they might be implemented. Remember that a shrinking workforce means less people to do more of the work, so finding people to tackle these tasks may well be a solid challenge and one that needs dealing with now and not later.

  1. Formal and informal training – From on the job informal training that takes place on a daily basis to formal classroom training, make it useful to the business first up but in time it may be useful to offer the team other personal training that they can focus on without thinking about a job related outcome e.g. personal development training. From the induction program and beyond the aim may be to build a positive sense of belonging in the organisation.
  2. Flexible work hours – Many mature aged workers may not want to work a full time slot, but look to be involved in a workplace on a part time basis so they can enjoy a greater work life balance. With a shrinking workforce, remember they will be looking for the employers that suit them, not the other way around, so the focus then becomes one of lifestyle choice, rather than job choice.
  3. Great Conditions  - After all who wants to work on a place where the toilets need an overhaul, the lunch rooms microwave has formed a biological growth that has not yet been classified and the office is as inviting as a prison cell. It’s simple, and need not be expensive if you can clearly demonstrate that it is a work on progress then you will have a better chance of keeping them on board. Also work on the psychological conditions to ensure they are healthy, inclusive and team oriented to ensure the right people are leading more of the right people to create a legacy of excellence.
  4. Community Minded – At the top end this is could be a company offering staff for free, while they pay them, or a big donation to a community group. On a smaller scale it could be supporting a community venture by al putting in small donations and measuring the results. This sense of connectedness indicates a caring approach to the wider community and not just a profit-taking grab by management. Often staff look for a sustainable approach being taken by your business so they can feel their normal job is making a positive impact on the community.
  5. Clear Values – All organisations have values (things they care about) some know them intimately and publish them; others have them but don’t know it. Discover the things that are important and find ways to explore them with the team and bring them to fruition in a way that counts for the team.
  6. Develop a Sense of Ownership – Involve the team in discussions on how the organisation is going, what should be in the business and or strategic plan. Consider 360-degree feedback loops to develop things further. When they are “Co-owners” they are less likely to walk away. Other possibilities can include surveys and focus groups, peer support, buddy systems and the like.
  7. Rewarding Work – Probably the most obvious point of the lot. It can be easy to give a person a job and walk away, but if you take a coaching or mentoring role with the person you can assist them to have input into developing the role so they can have a solid sense of fulfillment.

So that’s the list, NOTE I have not listed wage rises as an incentive device for staff. Researchers have often found that productivity goes up for a while and the effect often fades in time. Also this is not a definitive list, but intended as a starting point for your organisation to build from. With the above points, may I suggest you take the headings and jot down bullet point ideas on how you might develop each of these to suit your business situation. Of course you will have involved the team in this process, so getting ideas on how to implement them should be just as easy as involving them.

5 Steps for Building a Business Growth Strategy – A Quick Reference Guide

  1. Set Goals
  2. Develop Business Growth Strategy
  3. Align & Mentor People
  4. Execute Plan
  5. Review Performance

The strategic planning process is not simple. It involves understanding your market, your competitors, your clients, the motivations and drivers of the people on your team, your own drivers and needs, what is working and what isn’t, where the core competencies are for the business and the individuals in it, how ‘big’ should a goal be, what is the ‘vision thing’ for your business, and how do you grow it and have a life at the same time.

Not easy questions, not a quick process. However, if you use this Quick Reference Guide as a prompt to remember the key foundations for growth – Goals, Business Growth Strategy, People, Execution and Reviews – you will be able to gain value from the process as you build your organization.

Goal Setting
Goals must be SMARTA

  • Simple to follow – too many goals won’t stay top of mind
  • Measurable – how will you know when you get there if you don’t or can’t measure
  • Achievable – if the goal is set too high, it becomes de-motivating if it can’t be reached
  • Realistic goals – it has to be realistic to the business itself and the time
  • Timeframes – must also be set at realistic dates
  • Attractive – if the goals are not something that really appeals to you from an emotional level, you are unlikely to do it. They must be goals from the heart.

Goal setting should be a combination of past performance, future capabilities and opportunities, with your real dreams for big goals and a bigger picture.
Goals are the stepping-stones to the bigger picture.

Business Growth Strategy
Understand your environment
Be honest and realistic about your company’s core competencies

Brainstorm all your options and opportunities and how they fit together
‘The Vision Thing’ is critical – without it, you’re not going far
The Vision must be championed and reinforced by the CEO –a key part of the CEO’s role is to provide a very clear direction
Buy-in from competent people in the business is critical to successful implementation of the business growth strategy
Ask yourself what is the purpose of your business
What will the business look like at some point in the future if you focus on that purpose?
What sort of team do you need and want to help you realise that purpose and that vision?

Align & Mentor People
Mentoring adds real value to business people in key areas such as leadership, and management expertise and skills.
Not everyone wants to be, or needs to be, a leader. Some are more effective and supportive as followers. For those who want to, or have to, lead the pack, leadership skills are required.

There are different types of leaders, but all can benefit from understanding their impact on others and the world around them, their communication style and effectiveness, and their emotional intelligence in connecting with people in a more effective way.
Management skills can be learned along the way, but learning by osmosis does not usually produce the breadth or depth of expertise that is required by managers or business owners in a highly competitive and dynamic market.

Business mentoring not only helps teach these skills, but helps develop and strengthen them to produce new levels of confidence in the person being mentored. This applies to managers, managers-in-training, senior executives, entrepreneurs and professionals in their own practice.

Execution

  • Stay focused
  • Work to timeframes
  • Use the roadmap as a working document
  • Enlist support where needed
  • Execution is the critical part of the process, and why many strategies fail – because nothing is done, or the plan isn’t actually followed, which produces a whole different set of outcomes.
  • A key person needs to drive execution of the business growth strategy.

Review Performance

  • Accountability for, and to, everyone involved
  • Individual & business progress is importance – individuals achieve & business grows
  • When goals are fun/attractive/exciting, there will be a commitment and certainly a desire to achieve them.

Jack LaLanne — Physical Genius

When we think of genius, for the most part we think in terms of mental or intellectual power. We think of brilliant human beings. We think of mathematicians or inventors or writers. Painters and sculptors may be in a slightly different category — a little more physical and intuitive — but even here, we still don’t think of artistic gifts as a physical skill. It’s the quality of the mind and heart that manifests as paint on canvas.

In light of this, let’s look at physical genius — the genius that expresses itself through physical action, whether it’s running or swimming or hitting a ball or, perhaps, even hitting another person. By the time we’re done, I think you’ll have an appreciation of what physical genius really is — how you can connect with it in your own life — and how the person I’ve chosen as our model in this session can help you do that.

He once did 1,033 pushups in 23 minutes — an average of 44 pushups every 60 seconds.

He towed 70 boats at once, carrying 70 people each from the Queen’s Way Bridge in Long Beach Harbor to the Queen Mary ocean liner, which was anchored a mile and a half away — and he was handcuffed and shackled while he did it. This was to celebrate his 70th birthday.

He also has made the supposedly impossible swim from Alcatraz Island to Fisherman’s Wharf, in San Francisco. He not only made it, but once again he was handcuffed and shackled when he did it. Just to make it more interesting, he was towing a 1,000-pound boat.

Jack LaLanne did not start out as a genius of physical fitness. Into his teenage years, he was a sugar addict and junk food junkie. In an interview, he explained what this meant. “It made me weak and it made me mean,” he said. “It also made me sick. I was nearsighted, and I had terrible skin problems.

He was 15 years old when he attended a talk by a nutritionist in his hometown of Oakland, California. This was a turning point in his life — and at that moment, he decided to totally recreate himself. He began lifting weights at the local YMCA, and he made changes in what he ate and drank. He also read everything he could find on anatomy, nutrition, and health. Very quickly, Jack developed the lean, muscular body of an athlete — and a thorough knowledge of physical fitness to go with it. But rather than keep all this to himself, he was determined to share it with the world. He began to develop approaches to physical fitness and nutrition that were both highly effective and scientifically sound. Many, if not most, of the exercise devices in today’s health clubs were first thought of by Jack LaLanne. As he said, there are 640 muscles in the human body, and he wanted to have a specific exercise for each of them. So he invented the tools that could do that.

Since then, Jack LaLanne has done many amazing things. But none of them are more amazing than the way he invented an entire industry. In 1936, he opened the nation’s first health and fitness center, on the third floor of an office building in Oakland. He was 21 years old — and he knew more about the workings of the human body than most doctors. Even so, many people viewed him with suspicion. Weightlifting, for example, which LaLanne has always advocated, was believed to cause heart attacks. Incredible as it seems, even coaches discouraged weight training by athletes, which was supposed to make them “muscle bound.”

Over the years, LaLanne’s message began to be heard. In the 1950s he began to appear on television as an advocate and motivator for fitness and health. The message was simple but compelling: Everyone should engage in physical exercise every day — and everyone can do that, including the elderly and the infirm. Even in 2004, approaching his ninth decade, LaLanne practices what he preaches. He took up golf at the age of 50, and shot his age four times when he was 73 and five times when he was 74. He still describes his daily workout as the top priority in his life, and he’s still coming up with new ideas and exercise programs.

When an interviewer asked about the differences between today and when he was first starting out, LaLanne replied, “It’s gratifying to see that everything I was preaching and advocating 50 years ago is being accepted. Back then I was a crackpot. Today I am an authority. And believe me, I can’t die. It would ruin my image!”

If this has sounded a bit like an infomercial for Jack LaLanne, don’t let that distract you from the facts of what LaLanne accomplished. He wanted to bring knowledge and experience of physical fitness to everybody — and he did it. Today there are many others in the field that he pioneered, but Jack La Lane was one of the very first. And his message was simple: you can become healthier and stronger, starting right now, no matter how unlikely that may seem. Just as importantly, he himself exemplified exactly what that meant.

In this sense, Jack LaLanne models what I mean by physical genius better than many professional athletes and Olympians. The fact is I could train as long and hard as I want, and I’ll never play in the NFL or run in the Olympics. But I can do what Jack LaLanne teaches. I can exercise every day and pay attention to what I eat and drink. You can do this also. And when you do, the genius who is your model — whether you realize it or not — is none other than Jack LaLanne.

Total Customer Satisfaction

This is it folks, the holy grail… Total Customer Satisfaction… TCS for short. Notice its not total customer excellence or any other nonesuch just plain old SATISFACTION.

It’s a part of the Six Sigma quality stuff and it makes sense, after all why would you want total customer DISsatiasfaction? does not compute right….

So making this work can be tricky but should be the overarching aim of ALL business. AND it should be for both the internal and external customers. (staff and the paying customers).

Here’s an example of how not to do it.

Scene: Hospital… Day surgery with an overnight stay. Players… Me and the staff. Date: recently…

Walk in, on time (a bit early actually) wait while one person handles the people waiting… other staff wander through most not happy looking, moving about here to there, paperwork bits flying about, xrays etc… “Who’s is this” “Dunno… ” shuffle shuffle… more papers, more people “NEXT”… That’s me, gave the details, yep I’m on the list, take a seat they will call you through soon. I was wondering who they were and where they were going to come from, people were coming in and going out of about five different doors! I look around, paper signs, reminders if you will, they were dog eared and all needed to be replaced… not a good look. Staff behind the counter seemed all over the place as well.

“Mr Gray…” asked a poilite young lass, “Hi Mr Gray, I’m Alice, this way please” She was nice, I later found out that it was her second day in the facility and she was happy, one other guy was too, he had been there 22 years and loved his job, amongst his first statements to me was “As long as you keep clear of the politics its not a bad place to be.” he says with a wink. A nice guy, shook my hand and held my shoulder for a brief reassuring moment, good.

There was paperwork, I didn’t mind that, I just answered the questions. There was a lady, grumpy looking, needed to have some major work on her attitude and girth!, not a good role model for a healthy lifestyle, she lost her pen more often than she wrote with it, got grumpier as she went.

It’s a surgical facility, beds lined up, curtains flipped back and forth, machines that go “bing” etc. The aneasthetist came in for a chat, good questions, good beside manner, nice guy. Okay yah.. the surgeon came in, fleeting visit, his assistant marks the spot for surgery with a pen (felt tipped!) okay on to the trolley, we’re off, jab in the arm, injection and good night nursey!

Surgery, slice and dice… I will spare you the gory details as I did not see them to tell you anything about it.

Two hours later, up to the ward from the recovery room, I even cracked a few jokes on the way. Hmm should have saved that… not to worry the lass that was assigned to me Nurse R was on the ball, checked out the wound, asked questions, nice and polite.. so far so good, but in amongst the movement in the room (four beds with men in various states of ‘repair’) there were the odd interns, other nursing staff, cleaners, visitors, this place was a veritable high st at noon. Questions were asked of each of us, about things, tea, coffee, have you had your scans, where are your charts? etc.

In the hubbub and shuffling one mans charts did go missing, disappeared for a few hours. (not good!) Customer not staisfied (Dr for one, head nurse for two and patient that makes three all up!) the other guy was not fussed in the bed near me either, his “bag of fluids” was a different brand to what he was used to, “not happy Jan!” they washed out the old one (the new one did not fit on to the existing fittings very well, worried about a leak you see.) I was also worried about a leak, and was handed a plastic recepticle in which to dispense my concerns… okay yah! they want to keep it to see how much, “Just pop it on the trolley next to the magazine you are reading Mr Gray, we will pick it up soon… I hoped no one mistook it for apple juice, although the pharmacist nearly elbowed it over the edge!

On the story goes, on into the night! the night nursey (no names please you might forget…) Was sharp as a pin but delighted in chatting to the other nurseys until 3am just outside the door… “How did you sleep” Mr Gray (on to the chart went restless sleep!) 2am one of the guys wants to get up, no can do, Steve to the rescue, press the nursey button, the nurse walked straight by him and got to me, I sent her in the right direction, was that a faint thankyou from either… no I did not think so… Why didn’t he press his own, could not reach it.

In the morning the cleaners mopped, no sign to say wet floor thanks very much! and no sign of nursey for about 15 mins while it dried. Interns followed the Dr’s and we all heard the plight of this ones bowels, that ones tubes, and this ones stroke and the drama it’s causing… It was amusing, good thing I did not know any of the guys, it would have been a solid breach of privacy in my view (I think it still is!) Lost charts came back, scans taken were sorted out and my Dr paid a cursory visit in the blink of an eye with an asisstant that was not introduced. (names, just more things to remember…)

I got out alive, saw a few sour faces (patients and some of the staff.) and thought that the customer satisfaction was in all a bit LOW.

No doubt there will be a new crew of patients with hopefully a good dose of patience, and a nursey and Dr or two to see after their aliments. I know its a busy world and its spins a bit faster each time I look, but please dear people stop for a moment and create a few more satisfied souls.

Leadership frameworks

When it comes to leadership, business operators are given the reigns often by default rather than as a planned part of the process. So here’s a framework you can use as a starting point. At any time you can refer back to it and ask yorself, “How am I doing in each of these areas?” it might just be the development framework you ahve been looking for…

A suggestion might be to grab a piece of paper and write down the practical implications to your organisation, then assess yourself and your organisation based on these.
Effective leadership utilises the following aspects:

Technical
An effective leader demonstrates the capacity to optimise the organisations, human, and physical resources through relevant management practices and organisational systems that contribute to the achievement of the organisations vision and goals.

  • Thinks and plans strategically
  • Aligns resources with desired outcomes
  • Holds self and others to account

Human
An effective leader demonstrates the ability to foster a safe, purposeful and inclusive environment, and a capacity to develop constructive and respectful relationships with all stakeholders.

  • Advocate for all stakeholders
  • Develops relationships
  • Develops individual and collective capacity

Educational
An effective leader demonstrates the capacity to lead, manage and monitor organisational improvements through a current and analytical understanding of the organisations processes and its implications for enhancing the organisation as a whole.

  • Shapes the structure and style of teaching
  • Focusses on achievement
  • Promotes enquiry and reflection

Symbolic
An effective leader demonstrates the capacity to model important values, beliefs and behaviours to the organisation and wider community, including a commitment to creating and sustaining effective personal learning communities within the organisation at all levels.

  • Develops and manages self
  • Aligns actions and shared values
  • Creates and shares knowledge

Cultural
An effective leader demonstrates an understanding of the characteristics of effective organisations and a capacity to promote a sustainable vision of the future, underpinned by joint purposes and values, which secure the commitment and alignment of stakeholders to realise the potential of the organisation.

  • Shapes the future
  • Develops the organisations culture
  • Sustains partnerships and networks

Your aim as a leader, based on all of the above, is to create an organisatation that thrives, not just survives. To do this you might have to think outside the square and stretch yourself to make relevance of the information to your organisation. However the results can be exceptional and you may just find the leadership skills you thought you might never have, have just become achieveable.

Take the bull by the horns as they say, and lead on…

Time Management Tips to get more every day

“I don’t have enough time”, “I have to work late tonight”, “I have to pick up the kids”, “I have to go to the supermarket”, “I’m too tired to get out of bed that early”, “I’m too exhausted after work”, “I think I need another rest day”, “I don’t have time to take a lunch break”.

We’ve all made these excuses at one time or another in our lives or careers.

We can all make these excuses today but if we are truly committed to achieving in life, we have to find a way to overcome this sometimes overwhelming hurdle.

As sales and business professionals, we all face challenges:

* The challenges of learning new business skills
* The challenge of overcoming the fear of rejection
* The challenge of moving to the absolute limit of our comfort zone.

However, one challenge that we are not all so apt at facing head-on, is something that we all must deal with no matter who we are and at what level of success we are currently achieving. It catches up to every one of us.

It’s the challenge of time management.

Here are a few quick tips on managing your time more efficiently and getting more done in less time.

1. Long-Term Goal Setting

This is the first step in proper and successful time management in any area. We need to set goals. We need to decide what we want to achieve so that we can set up a plan to get there. Once we know a desired outcome, we can gain greater concentration, constantly focusing on our desired future performance.

2. Short-Term Goal Setting:
Once our long term, large-scale goals are set, it is also important to set mini goals for ourselves along the way. This will help us to focus on our long-term vision by providing us with short-term motivation.

3. Prioritizing

Along with setting our goals on both a large and small scale, we also have to force ourselves to prioritize our activities and put them into our daily calendars.

4. Scheduling

In scheduling our days, we must consider what we can realistically accomplish in the each 24 hour block. We need to plan to make the best use of our time. This may mean giving up certain activities that do not contribute towards the achievement of our goals. Like TV, socializing and even sleeping as much as you may do now.

5. Attitude Assessment

Finally, we must also pay attention to our attitude and our commitment to our goals. Is there any part of our mindset that is holding us back or eating up our time? This is a problem that must be fixed before we can succeed. Is the goal something we really want to do? If so, then we need to get motivated. Go back to our original goal to remember why we wanted to accomplish this task in the first place.

Now we have no excuses. We know how to meet the physical and mental challenges of achieving our goals and there’s not much else that can stop us from success. With some goal setting, prioritizing, and a positive attitude, we can conquer the final challenge of time!

Have a great week. Make it a great week.

Does your business myth out?

Can I suggest you read the ‘E’ Myth by Michael Gerber. The book mentions creating an effective system of operation in your business, doing so can give your business a distinct edge over others who may be  throwing caution to the wind without a system of operation. Here’s the link to find the book…

E-Myth-Revisited

Think about it, you build a business to a certain point and then at some stage in the future you decide to sell it, retire or whatever. How will someone be able to step into your shoes and take it over?
What if you fall ill or you have to take a long earned trip and leave some one else to follow up?

I guess a measure of a businesses effectiveness in the long term could be gauged by this, the handover factor. How long would it take for someone else to take it on and get it up to speed?

Systems are also invaluable to assist the company to build on its strengths. Having a system to work with and ‘tweak’ will give your business the edge against most of your competitors. It can assist you to find loopholes and areas for improvement.

Of course all of this will only work if the staff have an input into it at some stage.

One business I know of spent a few weekends of hard slog by the management team to develop a system to be used by all the staff, before long the staff had let aspects of the new system slip, simple because they did not value it as they had not played a part in developing it. All the time that went into developoing the system went out the window for a while and caused some ‘staffing hassles’

A smart organisation is a learning one, and this team learnt the hard way. Ask yourself this, If we could have a better system of operation, what would it be, what would it look like? How would it feel… and how would we include everyone in it so they ‘buy in’ to the process (new team members buy in easily, they have to accept the system as it stands).

In time bringing a new system in to being can be time consuming, so consider how best to implement it. Could it be done section by section? Could the staff be delegated some ‘downtime’ to focus on the developing the systems tasks? All in all, getting the results can be exhausting, however only if you let it. Of course remember planning to do this is half the battle, failing to plan can get you into hot water very quickly.

Checklists and other systems of operation are only going to be useful if they are valued by all that use the system, they can be easily followed by a new employee or business owner, and is set up in a manner that ensures it can be easily, readily and regularly reviewed to ensure it adequately reflects the organisations development. In the end, which would you prefer to buy a businesswith a system or a business without one…

What’s your job?

You run the business, you worked your fingers to the bone to get it up from zero to hero, you finally leveraged your way to add in some employees, and after all that you are starting to make the whole thing pay for itself handsomely. Well done.

So what’s your job now… In the begining you were everything to that business, boss, worker, marketing manager, operations manager, planner, ohs manager and the list goes on and on!

Now that you have some staff, and things are ticking over, it’s time to reflect, where are you and where do you want to be… In the “job” stakes are you doing what you want to be doing? Are you leading the organisation to do what it should do and do it well?

For many business owner operators and even for some CEO’s of large businesses they have the role thrust upon them of being the leader. So for you, are you leading well? Do you have the right attributes, attitudes etc to make a fantastic leader or just a Manager of the team…

So, if you are at the top of the organisation, I beleive it’s very useful to review what you are doing and are you doing it well. You wouldn’t send a boy out to do a man’s job would you? Exactly, so step up to the plate and become what your organisation needs, clear cut decisive and committed leadership, after all who else will…

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