Archive for the ‘management’ Category

Why Customers Abandon You and Quick Tips on Stemming the Flow

Monday, March 8th, 2010

A survey by The Canadian Manufacturers Association on why customers abandoned their suppliers revealed that:

[  1% ]  was lost because of death

[  3% ]  were lost when their salesmen left the company

[  5% ]  left to buy from a friend or relative

[  9% ]  left because they found they could buy at lower prices

[ 14% ]  quit buying because of unadjusted complaints

[ 68% ]  quit buying from the company because the employees of the company were indifferent and showed lack of interest in the customer

What to do about it:

Provide recognition of your customers by setting up a system that instantly tells you who they are, easy with today’s technology!

Spend lots of time looking at your customer “touch points” and ensure your service systems are comprehensive and accurate and staff is well trained and committed to the customers.

Make sure full and accurate information is available on your products and services to all stakeholders, customers service staff and all contributors to the customer delivery process.

Make helpfulness, friendliness and professionalism core part of your corporate culture.

Protect your brand identity factors as a priority of your organization’s mission… look at Toyota as a good “bad example” and what failing to do this can mean.

Product quality and price – well if I need to write about these to basics I am wasting my and your time.

NB ***Before I finish… direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

and… While you’re here take a look at the free blank resume form!

Finally a few customer retention points based on an article by the Database Marketing Institute [www.dbmarketing.com]

Stop stressing price as a major basis for doing business

Know your customers are and treat them as valued individuals

Communicate with them effectively and often

Find special ways to build a relationship with them

Thank them for their business (thank you notes are still good)

Use your best customer service people with them

Build equity in the sales/buying process (through a system that provides rewards for volume business and for length of service/custom for both sides of the equation, staff and customers. i.e. Make it expensive to leave)

Train your customer service staff again and again and again

LEADING AND MANAGING CULTURAL ISSUES AT WORK

Wednesday, March 3rd, 2010

As leaders we need to facilitate formal individual and structured interdepartmental interactions to provide different sub-cultures, which all organizations have, with a forum to learn of each other’s frustrations, priorities and core values. Interdepartmental teams formed to work together to develop interface understanding and solutions to cultural difficulties and opposing work priorities can be a great help. Also as the leader we must passionately discourage any behaviour that allows departments to blame each other for difficulties and insist that ‘collaborating on solutions’ is the only cultural norm that will be tolerated.

‘Cultural differences’ are not just a ‘locals’ and ‘expats’ or say an ‘Asian’ versus ‘Western’ problem; they are also a potentially destructive force between workgroups that have opposing ‘work-culture’ priorities and perspectives within the same organization.

As a priority all staff need to develop some overall ‘Business Competence’ and be encouraged to see their role as it relates to the ‘entire organization’ rather than see themselves as ‘a member of a department’ or as an individual that just swaps a narrowly focussed service based or a specific expertise for money. Individuals must develop ‘a customer orientation’, ‘industry knowledge’, ‘an entrepreneurial attitude’, ‘an operational development focus’, ‘sound company knowledge’ and particularly understand the ‘overall company financial result’ and the part they play in it.

Modern business complexity and customer demands mean modern organizations are more solutions driven than product driven. This complexity means more efforts are need to be undertaken by project teams made up of individuals from different functional backgrounds. Employees must buy into the idea that they must be able to switch rapidly from one task to another, to work with people with very different vocational training and mind-sets. Working in situations in which ‘the team’ is the responsible party, the manager only a coordinator, where all parties no longer have clear job descriptions and where all are required to work on several projects at the same time is today’s cultural norm.

Now you may not initially think this is a great problem however, imagine a meeting between R&D, who are interested in ‘long term visions, superior features, safety, the best product for the customer’ and the finance division who are interested in ‘cost minimization, immediate cash flow, long term profitability and the shareholders’. Add a representative of the sales department, ‘market share, need it now, the price has to be more competitive’ and perhaps a HR director, ‘they’re not trained, it’s too much of a stain on the staff and they’ll all leave’ and cultural issues will explode.

As leader/managers with an ever increasing mix of people from different backgrounds combined with ever increasing rates of change and the need for greater levels of specialisation, we all need to spend more time managing the cultural differences in our organisations. “It’s their fault,” is often heard in organizations where there is no individual or interdepartmental understanding. This divisiveness left unresolved will cause poor work relationships, lousy business interactions and will always translate into poor customer service.

YES YES THAT’S MY PLACE… WHAT DO I DO?

Read the next blog post coming soon!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Suffering in your career from a lousy culture or cultural management practices at work? Time to move on? Update your personal brand using the free blank resume form! Buy the way there are lots of career articles at orglearn management and career success!

WHAT DO MANAGERS DO AND DO YOU REALLY WANT TO BE A MANAGER?

Tuesday, February 23rd, 2010

Many individuals I train are making the move from technical expertise (engineers) to becoming mangers where their technical powerbase will be less relevant. This involves a large amount of retraining and education and for some it’s a very daunting decision.

So what do managers do and what are the pros and cons of taking a management role?

According to Peter Drucker managers:

• Set objectives.
• Organize.
• Motivate and communicate.
• Measure.
• Develop people.

Well then of course there’s the old tried and true, planning, organizing, acting controlling and leader roles managers are expected to undertake to be at least efficient let alone effective. As the need to be a leader/manager is the most prevalent role definition today we all need to be:

• sellers of the vision
• strong advocates for the mission
• implementers of the plan

Of course all this needs to be achieved whilst coming to grips with the mindless vagaries of indolent self centred staff, or worse trying to maintain control the excesses of the exuberant ‘don’t know what they don’t know’ bunch to ensure they don’t give away the profits.

To make things more complicated for those working in cross-cultural situations you have the frustration of… “EMPOWERMENT” no thanks just tell me what to do you’re the boss… or you want ME to take RESPONSIBILITY, or again ‘no thanks that’s too scary ANYWAY IT’S NEVER MY FAULT’.

Assuming we are good at the technical, human, conceptual/evaluative and cultural parts of our traditional management role how can we ensure we breakthrough the pack of average and/or even effective managers and become a SUCCESSFUL manager. When I say successful I mean how fast we are promoted through our organisation.

Two issues are critical. Firstly, if you look around any organisation it doesn’t take long to realise that successful people don’t get paid because they work hard (although most do), they get paid for taking responsibility, that’s where the money is, in being prepared to take responsibility for outcomes and selling our organization on our competence and willingness do what has to be done.

Secondly, a study some years ago conducted by “Luthans, Hodgetts & Rosenkrantz” on Effective v’s Successful managers shows (amongst other things) the interesting statistic that successful managers spend 48% of their time ‘networking’, while average managers spend 19% and effective managers spend 11%. So socialising & politicking and forming bonds of trust both inside and outside our organization will have a profound effect on our trip up (or down) the proverbial ‘greasy pole’.

‘IT’S HARD TO REMEMBER YOUR TASK WAS TO DRAIN THE SWAMP WHEN YOU’RE UP TO YOUR BACKSIDE IN CROCODILES’ (author unknown)

SO WHY BE A MANAGER AND WHAT DO YOU GET?

Status, Power, Monetary Rewards, Personal Satisfaction

WHAT ABOUT THE DOWNSIDE?

Loneliness, often no immediate feedback, the burden of responsibility for outcomes, lack of control as you need to rely on others, someone is always looking to take your position, an increased need for political savvy and sometimes onerous legal responsibilities and regulatory restrictions.

If you would like to read more about management and what’s involved here is the link for direct page viewers return to main blog pagecareer success to check out other posts!

If you are looking to move into a management position you may (will) need to update your resume with the appropriate management skills listed so take a look at the free blank resume form!

Finally before you decide to take on a management role best think long and hard about what you want for your career and the costs your striving for ‘success’ may bring.

Survey Finds Strong Leadership Still Lacking in the Workplace

Wednesday, January 27th, 2010

With sound and effective leadership in today’s economic climate more important than ever I am astounded that I still read survey results such as the one below.

‘Jan. 26 2010 PRNewswire/ — According to a recent national survey by Lee Hecht Harrison, the majority of workers in the U.S. find their bosses likeable, but feel the management within their companies have room for improvement.’

Well that’s a “no brainer” of course and I guess it will always be the case however their next statement gives a little more insight.

“When asked to rank which qualities their boss best exhibited, likability took the top spot among U.S. workers, followed by leadership, honesty, fairness, patience and loyalty. Although leadership ranked second, just less than half of workers polled (49%) thought their managers exhibited strong leadership skills – a sobering data point reinforcing the need for renewed focus on leadership development.”

I have seen in many countries the problem of bosses wanting to be liked. To be honest if you are an individual that needs to be liked can I suggest you don’t take on a leadership role. You don’t want to be hated either however you must be respected if you are wanting to be an effective leader.

There are many aspects of to gaining respect however here is a short checklist.

Openness: let people know what you want from them and how you feel about their efforts

Competence: if you can’t demonstrate that you are a competent person you will never gain committed followers

Consistency: a measured and stable attitude to work and followers is essential if you are to reduce unwarranted levels tension and promote excellence

According to the website Bizcovering [and I agree] you also need to ‘Show courage in facing difficult issues even admitting own mistakes, maintain your vision consistently and involve everyone positively’. They go on to say a “most importantly. you need some mechanism for sustaining hope when things otherwise look sour.”

Another key survey finding uncovered: “Motivation & Mentorship Lagging: Only 24% of employees polled felt that their manager displayed motivational skills [I think they mean inspirational skill as I have explained in another blog post] and the same number noted that their supervisor failed to mentor and explain the choices made from an organizational perspective.”

**Link for direct page viewers return to main blog if you would like to read other blog posts on career and leadership success!

If you are looking to work for a more effective leader and need a change of jobs/employers take a look at the free blank resume form!

Finally can I suggest that again the central problem is poor communication skills. I have written many posts on the need to communicate well as a manger, the difficulties most of us have and some of the solutions available. Can I also strongly suggest that if you are a manger and not currently reading (or have never read) a book on leadership and/or leadership communication, best visit your local bookstore as soon as possible.

WHAT IS WORKING SMARTER FOR 2010?

Wednesday, December 30th, 2009

SO WHAT IS WORKING SMARTER?

Working smarter is perhaps…

• Showing respect for other’s points of view
• Constantly being open to new ways of doing things
• Never believing our way of doing things is the only way of doing things
• Being prepared to see all ideas as good ideas until they are proven otherwise
• Habitually seek ways to improve processes, job design, products and services
• Listening at least twice as much as speaking
• Listening rather than just hearing

“GIVE FREE REIGN TO CREATIVE TALENT AND LISTEN TO YOUR JUNIORS” Keiji Tachikawa (President of NTT DoCoMo)

• Spending more time LEADING ‘good’ performers rather than wasting time MANAGING ‘bad’ performers.
• Understanding sound principles for setting priorities rather than doing what’s easy or habitual.
• Analysing projects/procedures/systems for value adders and seriously attempting to cut or avoid energy suckers.
• Carefully picking team members to ensure a diversity of competence, opinion and talent rather than those who will simply agree with us.
• Seeing work as a constant learning process and implementing appropriate changes through experience.
• Accepting that change is not just inevitable, it is essential.
• Delegating authority while maintaining responsibility and always being willing to be held accountable.
• Understanding that all those around us are motivated by their own selfish desires, as are we.

“DO, OR NOT DO. THERE IS NO ‘TRY’.” – Yoda (’The Empire Strikes Back’)

and working smarter is…

• Sharing our vision
• Planning for our vision
• Enlisting support for our vision
• Being flexible and accepting others points of view
• Knowing our strengths and volunteering to participate
• Knowing our weaknesses and employing to compensate
• Constantly encouraging and training of those we work with
• Saying what we will do and then doing what we say
• Only asking questions we really want answers to
• Being tolerant of mistakes to allow learning
• Communicating effectively – listening
• Empowering others

…AND SOMETHING I LEARNT IN WOODWORK (SHOP) AT SCHOOL…
MEASURE TWICE AND CUT ONCE!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

For some of us perhaps working smarter for 2010 will be to work somewhere else… take a look at the free blank resume form!

How To Build Trust in Organizations with Peers, Colleagues and Bosses

Sunday, November 8th, 2009

Trust is an essential part of leadership and being trusted is of course hard to achieve whilst losing trust is easy to do.

The elements of trust and actions you must take to be trusted.

In your communications be specific and direct. Don’t avoid the “elephant in the room”, bring issues it to the fore early and often. If problems are occurring or others are not performing as you wish let them know with tact and in private. Use a calm and logical approach to your communication and avoid abruptness.

Share credit with those that assisted in wins you have had, even go to the point of slightly overstating their contribution or as someone said “when in doubt, share”.

Resolve issues or solve problems through direct communication at with person causing the difficulty, don’t bring in the boss or others. One to one is best.

If you are doubtful about your role in a project or proposed work related activity, tell other stakeholders of your concerns upfront. If other duties and work issues overtake you when engaged on an ongoing commitment, advise of the difficulties you are having, or going to have as soon as you believe problems will occur.

Spend non-work time networking with your colleagues, don’t just wander off alone during breaks and always be involved in any volunteer activities your organization sees as worthwhile.

Don’t ask loaded or rhetorical questions, ask only “non-assumptive” questions with couching them in any “spin” or as a way to push some secret agenda.

Make only promises you can keep and if events overtake you admit it don’t avoid the issues.

If your organization has a formal lines of authority responsible for particular tasks or to resolve issues don’t step outside the existing system and practice full disclosure of facts and potentially useful information.

Admit to your mistakes and never rope others into your problems, don’t try to share the blame by pushing your real difficulties onto, or by finding fault in others. NEVER discuss (read gossip) about another employee or department particularly if they are having difficulties… NEVER gloat or demonstrate that you are enjoying the demise of others.

Be on time, make decisions, don’t procrastinate and show the strength of your self-belief and character by being willing to be wrong and live with the consequences.

Don’t scoff at another’s opinions or efforts and add support to those in difficulty. Always look at the positive intent of risky approaches to new ways of doing things and if asked honest opinions or advice with support for the fact that others are willing to try a new approach.

Have enough self-control (and demonstrate it) to overcome immediate or short-term feelings in the interests of maintaining ongoing and long term associations.

Public communication and behaviour are a small tip of a very large personal iceberg of values and belief, be willing to question your belief system and grow as a person. Don’t dogmatically stick to what you were indoctrinated with as a youngster, be will to change your perspective.

TRUST IS ESSENTIAL FOR LEADERS

The following is a list of words that others need to be using when they describe you if you are to gain and maintain their trust;

committed, confident, fearless, communicative, predictable, reliable, correct, forgiving, clear, factual, unbiased, respectful, reasonable, confidential, contributing, even, defining, accountable, interested, calm, resolute, tactful, sincere, frank, listener, patient, answering, sharing, fair, timely, honest, decisive, neutral, competent, consistent, explicit, responsible, transparent, close (near), willing, collaborative, accurate, graceful, helpful

KNOW HOW YOU STAND? WHY NOT ASK YOUR FOLLOWERS TO RANK YOU (ANONYMOUSLY) ON A SCALE OF 1 TO 10 OR USE THE “NEVER/SOMETIMES/MOSTLY/ALWAYS” GRID FOR EACH WORD AND SEE HOW YOU DO!

The longest sentence I have ever written… trust me!

The trust sentence…

To be trusted followers need to understand your intent and believe they can find a worry free, suspicion-less, environment where they are not taken for granted, their faith in the leader is confirmed and supported by a consistent track record, where mistakes are forgiven, miscommunications and misunderstandings are corrected, beliefs, differences and privacy are respected, sweeping opinions based on assumptions or stereotypes never occur, fear of loss is minimized, being betrayed or feeling burnt does not happen, abruptness, shock, knee jerk, emotional reactions, cynicism or anger are not permitted, vulnerable and naïve people are protected, solace is freely given, they are never disabled, over-reaction does not occur, they are never categorized, forced or excluded through prejudice, avoiding or omitting truth or facts is not permitted, interruptions, restlessness, frowning, negative gestures are discouraged, success, action and effort are acknowledged and credit given, neutrality, togetherness, flexibility, directness, informative, non-assumptive opinions and perspectives are sought by a leader who keeps promises, is willing to be wrong, extends themself, overcomes short-term feelings, avoids harming others, shows trust, risks being let down, makes amends and who also promotes, togetherness, closeness, full disclosure, open dialogue, speaking the truth, does what they say they will do, doesn’t do what you say they won’t do, develops others and their ideas, able to have fun, seeks solutions to problems, win/win agreements and closure and lives up to followers expectations through thoroughly understanding that power equals responsibility.

Phew… get me a headache tablet!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank, trust me it’s a good one to start with :-) resume form!

A final thought on trust… always seek win/win solutions. Understanding the elements of trust and being able to sincerely build trust is essential for effective leadership. Trust me!?

What is Motivation & How to ‘Motivate’ Others “orglearn” Video

Sunday, November 1st, 2009

What is Motivation & How to ‘Motivate’ Others the first “orglearn” Video. Information on what motivation is really about, a plain talk start on really understanding motivation.

A four minute video presentation on motivation that covers the real motivational forces: craving, needs and wants and the desire to satisfy the tension created in all of us when these motivational forces or not satisfied and how leaders can use that fact to ‘motivate’ staff.

Why WW III is Inevitable for Our Kids and Other Management Issues

Wednesday, October 28th, 2009

In his book The Human Brain That Changes Itself Dr Norman Doidge explains how the human brain is as malleable, not only in infancy as previously understood but well into adulthood and old age.

In classical neuroscience, the adult brain was considered an immutable machine, it was all about evolution and genes, what you got you were stuck with. Additionally it was believed that every part had a specific purpose, none could be repaired, IQ was fixed and that was that. Great news IT’S NOT TRUE!

Myths of the Brain

Old theory: Different parts of the brain control different parts of our body. Wrong.

Past belief: After a serious stroke, a person was crippled for life with minimal improvement likely. Wrong.

You have been told: That mental decline in old age is inevitable and if you are predisposed to it’s just bad luck. Wrong.

The Positive Side

Today’s much more sophisticated equipment and modern experiments have proven that the brain is malleable and able to change and grow. Not only is it able to respond to injury with amazing functional reorganization, it can actually respond to changes in input by coming up with a new anatomic configuration. It’s a “use it and grow it” versus ‘use it or lose it” deal, pretty much the same rule that applies to every other organ and muscle in the body.

Knowing this we, if we are smart can come up with various methods that we can consciously apply to reshape and ‘improve our brain. Dr Doidge’s book “The Brain that Changes Itself” gives insights about learning and shaping our mind and if applied in a positive way how we can help us improve our chances for a more successful rewarding and even happier life. The book is very uplifting as we explore all the possibilities we can exploit because of the way we can improve our brains performance and even repair it through mental exercise if it is damaged. ‘Doidge is positive in his outlook presenting ideas on how our thoughts can switch on specific genes and alter our brain anatomy.  He presents a sound case for how intelligence can be improved with brain exercises, how we can improve our cognition, perception and talents even by allowing our imagination shape our minds’. I guess this is similar to the old idea of imagined performance which is all positive in outcomes and how mental practice can be a great adjunct to actual physical practice which creates varying inputs based on actual outcomes that will range from poor to excellent.

There are many therapies explained in the book however the one that stands out for me is the story of the amputee that has 10 years of excruciating “phantom” pain in his missing elbow. When he is assisted by putting his good arm into a box lined with mirrors his brain is fooled into thinking it is his missing arm and he does some stretching exercises and the within a month his brain reorganizes its misfiring brain circuits and the illusion of the arm and its pain vanishes. Pretty powerful stuff.

What it Means for Managers Insights from: Agile Advice Dot Com

Agile Brains – Agile Teams

http://www.agileadvice.com/archives/2007/07/the_brain_that.html

‘Insight: Practice and practice. The method here is to follow an exact and complete set of rules until they are perfected and only after that try variations. By perfecting the rules, we allow our brains to demonstrate that we have truly internalized (or mapped) the knowledge’ i.e. put it into long-term memory and created a habit.

‘Insight: Practice as it relates to time and frequency. Shorter iterations allow for more repetition of the basic rules and structures, which allows for more effective internalizing. Under the right conditions, brain maps change quickly (minutes), but in order to “stick”, the changes have to be reinforced over the course of months.’

‘Insight: The importance of practice when we are delivering training (rather than when we are coaching a team). Instruction will be much better if it is simply packed with a mini project that is executed over multiple extremely short iterations.’

The Learning Mind has a Downside

Doidge also explains how the plastic nature of the mind affects mental mind maps in even mundane daily activities.  Societal and cultural differences and behaviors can have as much impact on the mind as trauma and physical injury which means our attitude and abilities are constantly changing in line with our personal experiences, indoctrinations, social differences or environment.

As one reviewer of the book put it: “These implications of rewiring the mind however, are also to be cautioned.  The brain is actually so malleable it is also quite vulnerable to its surroundings and seemingly little impact input to the mind can make a drastic change to the way we perceive and handle the world around us.  The impact of media and television are showing significant impact and damage on the mind leading to disorders become more and more prevalent in today’s young people. This is something to be cautious of as people can highly influence and shape the mind as well.  Parents, peers, and leaders all make a significant contribution to the structure of our brains and while it can be changed, it is not always easy to do so.”

From this still relatively new experimental data,  “the entirety of human experience: creativity, love, addiction, obsession, anger” and particularly the all important issue of human empathy and compassion “can be seen as a series distinct electrical associations are manipulated by the brain itself and of course by the brains, thought and actions of others… for better or worse”.

Neuroplasticity well may prove a curse as the brain can also as Doidge puts it “think itself into ruts”, ‘with electrical habits difficult to eradicate’.

So here’s the reason for the headline: ‘the implications for external re-engineering of the human brain are ominous, for if the brain is malleable it is also endlessly vulnerable, not only to its own mistakes but also to the ambitions and excesses of others, whether they are misguided parents, well-meaning cultural trendsetters or despotic national leaders’.

The real cruncher comes in the Appendix which is a must read where Doidge explains the indoctrination techniques of North Korea and how the brains of the North Koreans have been physically altered to such an extent that no reasonable use of logical argument will ever change their attitude to the outside world. So what you might think… then ask yourself what is happening to home schooled kids in America or Madrassa indoctrinated single view kids in Pakistan or single view of the world children of some other Middle Eastern countries.

Suddenly your optimism may dissipate.

Doidge’s book tells us that our brains are remarkably flexible, malleable… plastic and provides an enlightening and hopeful portrait of the endless adaptability of the human brain, until you think about the ramifications of the information presented in the Annexure.

This “neuroplastic revolution,” (or discovery) has dramatic implications for the future of our children in a more and more polarized and violent world. There is great potential for misuse of the brain’s plasticity – brainwashing being the assumption – Doidge leaves speculations about the future of neuroplasticity to us, the readers.

Who Knows What in Your Organization?

Monday, October 26th, 2009

Wall Street Journal October 26 2009

“In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don’t even know they exist.”

Great article talks about assisting staff and mangers to locate the expertise they need within their own organization.

“..so-called expertise-locator systems have become a hot topic in corporate IT. To date, most such systems are centrally managed efforts, and that’s a problem. The typical setup identifies and catalogs experts in a searchable directory or database that includes descriptions of the experts’ knowledge and experience, and sometimes links to samples of their work, such as research reports.”

The article goes on to explain the shortcomings of this traditional approach.

It then discusses the value of social networks, blogs, wikis, tags and web pages. Actually a great solution is coming in the form of Google Wave which may actually the dramatically change way we all collaborate in the future… it really is a wave of innovation. Google it and watch the video.

The rest of this very informative article is here-> http://bit.ly/3JmGOD Sorry you will need to cut and paste however the article is worth it!

So who knows what in YOUR organization and are you able to put your managers in touch with the expertise they need?

Twenty Habits to Cultivate to be an Effective Leader Manager

Friday, October 23rd, 2009

A few thought starters to help us function more effectively as leaders and mangers:

HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In other words, effective managers don’t ‘forget’ about the task, they follow up to see the desired result is achieved.

HABIT 2: When instructing others confirm understanding by soliciting feedback… the worst three words ever spoken at work are, ‘DO YOU UNDERSTAND’, 99% of the time to save face the person will answer yes. We should ask the person being instructed to repeat the instructions in their own words to ensure our meaning has been understood.

HABIT 3: The 80/20 principle, 80% of business usually comes from 20% of our customers… wisdom suggests sales staff should be coached to focus 80% of their (and our) attention on the top 20% of the company’s customers.

WE DO ALL THIS DON’T WE… OF COURSE… AND SO DO OUR MANAGERS…

HABIT 4: Before answering staff questions, ask them to suggest a solution to the problem… if staff are encouraged to offer their suggestions true mentoring/coaching can begin, plus it’s a good way to find new approaches to solving old problems.

HABIT 5: Allow staff to make and learn from mistakes, (within reason)… by allowing mistakes and then coaching to improve performance, ‘subordinates’ will be more willing to take responsibility. A common tendency to ridicule or ‘hit’ those who make mistakes is a major reason for the failure of many empowerment programs.

HABIT 6: Manage the in-tray using the “three pile” method, 1 ‘must do now’, 2 ‘not urgent but important’ and 3 ‘l will get to it next week’. Then assume there is no: 2 and place contents into 1 or 3… then bin / trash the 3 pile, (or have it filed… if you must). Immediately take at least one positive step on each task in the 1 pile… respond, instruct, seek clarification, or delegate.

HABIT 7: The 20/80 principle, 20% of our staff will produce 80% of our results… we should try to avoid the natural tendency to spend the bulk of our time ‘fixing’ our poor producers. Time is better spent supporting the top producers, who, because of their competence, are often left to their own devices (and can then feel unnoticed and unappreciated).

HABIT 8: View traditional company procedures as ‘a guide for the wise and as rules for fools’ In the current complex and fluid climate being flexible and adaptable, rather than rigidly following ‘the system’, means we may well benefit if we are prepared to modify ‘the rules’ and take a different course to the norm, (easily said but hard to do).

HMMM… NOW WHERE DID I LEAVE THAT COMPANY PROCEDURES MANUAL…

HABIT 9: When delegating agree (rather than set) deadlines… if we don’t agree a deadline we run the risk of getting a, ‘I haven’t had time yet’. By agreeing a deadline the other party has to be up front about their current workload and will have little or no excuse for not performing the task allotted.

HABIT 10: Check progress… confirm progress on tasks delegated to staff or assigned to colleagues. A good formula is to seek a report at ‘half time’ and in the ‘final quarter’. Remember though don’t over manage and keep asking “how’s the project going”, give them time to get on with the task and have an open door if they need you, don’t become a nagger.

HABIT 11: Be prompt in your decision-making, don’t cause undue delay to others that negatively affects their work and that delay them or that hampers their effectiveness in fulfilling their obligations to both internal and external customers.

HABIT 12: Show courtesy and respect to colleagues regardless of their position in the company and particularly irrespective of your own mood. Ignorant behaviour has no place at work; peoples dignity needs to be protected.

HABIT 13: Actively seek ways to improve yourself and overcome personal shortcomings rather than just using the excuse of that’s my style, that is an intellectually unsound approach and not worthy of a leader.

HABIT 14: Be on time every time, don’t waste others productivity by thinking your time is more important than that of others. Being late is the ultimate in bad planning (at best) and in ignorance at its worst.

HABIT 15: Handle difficult situations and people openly and as a matter of urgency, don’t avoid problems. If there is a dispute mediate before it becomes a situation where the protagonists start to gather allies to their point of view and spread the poison to others.

HABIT 16: When I don’t know something ask for an explanation rather than trying to bluff your way through. I know the old saying “sometimes it’s better to say nothing and appear fool than to open your mouth and leave no doubt’, however this bluffing can become a bad habit, best get the reputation of being an enquiring mind than a disinterested non thinker.

HABIT 17: Tell the truth at all times, avoid putting a secret agenda or spin on what your are reporting or saying and leave the sarcasm out of your communications. Facts, facts, facts, leave the smug politically driven opinions to someone else.

HABIT 18: If you can’t share information, never say yes I know however I’ve been sworn to secrecy, or say that I can’t talk about whatever it is right now. Don’t half tell things it’s just a silly game of “I know something you don’t know” and it is infantile behaviour. Stay out of the rumour mill altogether.

Habit 19: Offer specific praise publicly to those that deserve it and never stand in the limelight alone whilst ignoring the efforts of those that helped you. Always quote sources of your celebrated wisdom or results and acknowledge the efforts of your team or colleagues.

HABITS ARE LIKE RABBITS… PUT A COUPLE TOGETHER & THE EFFECTS MULTIPLY

Habit 20: Share power and responsibility and rewards with others, walk the talk yourself and if there are any brickbats to be handed out do it now in private and don’t save stuff up for staff review times later on. In other words manage the people in your area not just the processes and “things”.

Habit 21: How about you tell me!!!

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