Rarely does another consultant's newsletter or blog strike me enough to foster a response. It isn't that I'm better than they, they're simply not my target. There is much out there that can teach however, so I keep up weekly, if not daily, with some of them. Rick Maurer is one that puts out many worthwhile ideas on change, and today he had an interesting post.
On his "The Right Frame of Mind", he made the point that puting participants in the proper mental state before important events was critical. Sales meetings, creative problem solving sessions, or launching big changes would be examples. Go to Rick Maurer.com.
I responded to his blog by saying that I had been doing this for "decades" (I'm old) and agreed wholeheartedly. I always would bring folks in the night before, or even the afternoon before to relax, play golf, or maybe go sailing. Especially when the participants didn't know each other, it gave them a chance to find similarities in each other, relax, and perhaps even create a bit of trust. It is a proven fact that we perform better when rested, relaxed, and in an atmosphere of support.
Rick's article even suggested that we might look into fostering noble attitudes that would be even more team, rather than self, oriented. Interesting point, but we, as responsible people, would not want to manipulate, so we would be obligated to tell them what we were doing. That said, most would probably consent to be a part of something more lofty.
If we agree that preparation is the key to performance, then we should commit to doing this. How often, in the name of saving time or money have we rushed into something important only to miss where our target audience was? Setting the stage for your folks, and making the ground fertile is simply good sense & good business. Care enough about them to take the time.
Tuesday, March 25, 2008
Monday, March 24, 2008
March Madness & Developing Your Team
Last week the NCAA Basketball Tournament was in full swing. After filling out my brackets (which were summarily crushed), I began preparing to start a client sales force project. The goal was to train and develop new hires, & assimilate them into the team, thereby avoiding costly turnovers.
What does "bracketology" have to do with developing people? First of all, it takes preparation, practice, and time.
Let's look at preparation. Recruiting is huge in both arenas. Needs must be defined, such as job description, position, & skills. Scouting and interviewing should be carefully accomplished to determine if the person possesses the skills and competencies. One must be able then to attract & "sign' the prospect. The preparation your staff undergoes is crucial to success. They attend to the basics: drills, scouting opponents & customers, and even the appropriate scheduling and travel.
Practice, practice, practice! We absolutely play how we practice. Basketball teams use practice to repeatedly and indelibly etch automatic responses into their routine. Sales teams role play, attend regular sales meetings, and are required to complete their training programs, which condition them on how to handle difficult customer demands.
Time (and patience) may be the most important ingredient. My client adamantly contends that it takes a year and a half to make a new hire a part of his sales force, with a reasonable assurance they will be successful. I agree.
When I began selling 34 years ago, I finished my first partial year (10 mos.)at 60% of quota. My next 8 months, had me at 76%, but I ended that year, 3 more months, at 130%. So it took me, not 18 but, 20 months! I almost didn't have the patience to stay with it.
In basketball, you only have to look at Kentucky to see what patience can achieve. They started the season miserably at 6-7, lost players to injury, but followed their leadership. They then went 12-4 in league play, making the NCAA field. They lost their first game, but took an excellent Marquette team to the last 10 seconds.
What can we learn from this? 1) We recruit and hire only the very best. 2) Next they are provided a thorough and professional training program. 3) We commit to their success, and expect much of them. 4) They are given time and encouragement (my client says we "nurture" them).
How are you developing your team? Do you expect them to win? Are you providing the time, training program, and patience to succeed?
What does "bracketology" have to do with developing people? First of all, it takes preparation, practice, and time.
Let's look at preparation. Recruiting is huge in both arenas. Needs must be defined, such as job description, position, & skills. Scouting and interviewing should be carefully accomplished to determine if the person possesses the skills and competencies. One must be able then to attract & "sign' the prospect. The preparation your staff undergoes is crucial to success. They attend to the basics: drills, scouting opponents & customers, and even the appropriate scheduling and travel.
Practice, practice, practice! We absolutely play how we practice. Basketball teams use practice to repeatedly and indelibly etch automatic responses into their routine. Sales teams role play, attend regular sales meetings, and are required to complete their training programs, which condition them on how to handle difficult customer demands.
Time (and patience) may be the most important ingredient. My client adamantly contends that it takes a year and a half to make a new hire a part of his sales force, with a reasonable assurance they will be successful. I agree.
When I began selling 34 years ago, I finished my first partial year (10 mos.)at 60% of quota. My next 8 months, had me at 76%, but I ended that year, 3 more months, at 130%. So it took me, not 18 but, 20 months! I almost didn't have the patience to stay with it.
In basketball, you only have to look at Kentucky to see what patience can achieve. They started the season miserably at 6-7, lost players to injury, but followed their leadership. They then went 12-4 in league play, making the NCAA field. They lost their first game, but took an excellent Marquette team to the last 10 seconds.
What can we learn from this? 1) We recruit and hire only the very best. 2) Next they are provided a thorough and professional training program. 3) We commit to their success, and expect much of them. 4) They are given time and encouragement (my client says we "nurture" them).
How are you developing your team? Do you expect them to win? Are you providing the time, training program, and patience to succeed?
Wednesday, March 19, 2008
Eight Words That Define a Great Leader
Recently, I was working with a client on recruiting superstars. You might ask how, and under what circumstances, were we hiring only superstars?
Well, I've said it before, I don't believe in settling for the "tallest pygmy". Those two words were used by a former mentor a long time ago when he thought we were "settling" for an average person instead of a great one.
My current client, when we were looking for that terrific hire, said he wanted a leader; managers work on tasks, leaders focus on people. Hmmm, nice observation. He likes to ask of the applicant, give me eight words that define a great leader? Think about it; excellent request.
We then exchanged each of our lists. His were: motivation, confidence, vision, experience, character, optimism, energy, and empowerment. Mine were: integrity, empathy, passion, courage, energy, resiliency, listening, and vision.
Isn't it interesting that only 3 of ours were the same? They were vision, character/integrity, and energy. After some discussion, we decided that it was not only OK for each of our lists to be different, it was appropriate. Why? Well, we are all made differently; no two of us are alike. Accordingly, we have varying strengths and weaknesses. It would make sense that we would value traits that helped us be all that we could be, given the "hand" that we're dealt.
Certainly there are absolutes, but we tend to value more that which is relatively weaker in us, and similarly think less of that which is strong. I believe that makes sense. The challenge for each of us is to know ourselves, understand what is required of us by our organizations and people, and then set goals to achieve it.
What are your 8 words? Why did you choose them? Are you there yet; will you ever be? If you wish, post your comments accordingly.
Well, I've said it before, I don't believe in settling for the "tallest pygmy". Those two words were used by a former mentor a long time ago when he thought we were "settling" for an average person instead of a great one.
My current client, when we were looking for that terrific hire, said he wanted a leader; managers work on tasks, leaders focus on people. Hmmm, nice observation. He likes to ask of the applicant, give me eight words that define a great leader? Think about it; excellent request.
We then exchanged each of our lists. His were: motivation, confidence, vision, experience, character, optimism, energy, and empowerment. Mine were: integrity, empathy, passion, courage, energy, resiliency, listening, and vision.
Isn't it interesting that only 3 of ours were the same? They were vision, character/integrity, and energy. After some discussion, we decided that it was not only OK for each of our lists to be different, it was appropriate. Why? Well, we are all made differently; no two of us are alike. Accordingly, we have varying strengths and weaknesses. It would make sense that we would value traits that helped us be all that we could be, given the "hand" that we're dealt.
Certainly there are absolutes, but we tend to value more that which is relatively weaker in us, and similarly think less of that which is strong. I believe that makes sense. The challenge for each of us is to know ourselves, understand what is required of us by our organizations and people, and then set goals to achieve it.
What are your 8 words? Why did you choose them? Are you there yet; will you ever be? If you wish, post your comments accordingly.
Tuesday, March 11, 2008
Yes, this IS brain surgery!
A blog is a useful thing, not only because we can "air out" our thoughts, but also share unique experiences, even difficult ones. I believe that when we go through challenging times, we can use them to grow. Stress is often the mother of change.
This year is my tenth anniversary of major brain surgery. In the spring of 1998, I developed a pineal region (base of the brain) cyst. I was in intensive care for three weeks, having three major surgeries. They entered my head five different places to remove the benign cyst, and to insert, first a temporary, then a permanent shunt.
My recovery was a huge surprise, and rather devastating. I had to relearn not only much of the mental processes (expected), but many of the physical ones as well (not expected). Walking was difficult and stairs were initially out of the question. I couldn't even stand on one leg! It was amazing to me then how trauma to the brain could affect me physically.
I was blesssed with incredibly terrific doctors & nurses, people at work, friends and family. I recovered fully, but it took a full year to get back to normal physically. Mentally, it took 3 to 6 months.
As I look back, this was a major wake up call that I choose to basically ignore. After all, I was successful, had a good life, and was in the process of turning around the sales & marketing in my company. The surgery was just another obstacle that I would overcome. And yes, I did overcome it, but it would have been nice to do it with an extra dose of humility. Instead, I became all the more confident (or arrogant if you prefer).
I suspect most of you reading this are intelligent, driven, and successful business people. So am I. What I have come to learn, however, is that we only get better when we give much of the credit to others. We need to thank our maker for the talents we use, our team for supporting us, and our families for loving us.
What kind of a leader are you? Who receives the credit for the "win"? What will your children say about you when they're grown?
This year is my tenth anniversary of major brain surgery. In the spring of 1998, I developed a pineal region (base of the brain) cyst. I was in intensive care for three weeks, having three major surgeries. They entered my head five different places to remove the benign cyst, and to insert, first a temporary, then a permanent shunt.
My recovery was a huge surprise, and rather devastating. I had to relearn not only much of the mental processes (expected), but many of the physical ones as well (not expected). Walking was difficult and stairs were initially out of the question. I couldn't even stand on one leg! It was amazing to me then how trauma to the brain could affect me physically.
I was blesssed with incredibly terrific doctors & nurses, people at work, friends and family. I recovered fully, but it took a full year to get back to normal physically. Mentally, it took 3 to 6 months.
As I look back, this was a major wake up call that I choose to basically ignore. After all, I was successful, had a good life, and was in the process of turning around the sales & marketing in my company. The surgery was just another obstacle that I would overcome. And yes, I did overcome it, but it would have been nice to do it with an extra dose of humility. Instead, I became all the more confident (or arrogant if you prefer).
I suspect most of you reading this are intelligent, driven, and successful business people. So am I. What I have come to learn, however, is that we only get better when we give much of the credit to others. We need to thank our maker for the talents we use, our team for supporting us, and our families for loving us.
What kind of a leader are you? Who receives the credit for the "win"? What will your children say about you when they're grown?
Monday, March 10, 2008
Protecting Each Other's Soft Spots
This past weekend, I had the privilege of visiting my sister, Judy, in Michigan. She and her husband value our relationship, and most of our time together is spent around the kitchen table talking of our childhood, families. and values. As we were discussing how we have dealt with others in certain sensitive situations, she reminded me of something I shared with her a few years ago. On the way home, Wendy & I decided it would be an excellent blog topic. So Judy will have to take the credit (or blame) for the following!
It involves being aware of other's strengths & weaknesses. When you work next to, or with, a team of people for an extended period of time, you get to know them pretty well. They might even have been chosen based on a certain competency or profile. Certainly our spouses, significant others, or best friends are known even more intimately. How we treat them based on this knowledge (or judgement) of them is critical.
The point is often made that it isn't just WHAT someone does, it's HOW they do it. When we see another questioning or challenging a team member, it should ideally be regarded as a gift. It is, however, sometimes difficult for the team member to see it this way, especially if it is presented to them in a caustic, or even partially nonconstructive way. But it is a gift; only part of the story may be understood, the stated facts may be questionable, and/or the team may be on the brink of a serious error.
As a third party, we can help the process and facilitate a good outcome. If the team member has a blind or weak spot, we, knowing them well, can help compensate. We can, in essence, protect their soft (weaker)spots.
Here are examples: 1) Jean is very bright, excellent with detail, and always sees the upside in opportunities. She is also impatient and intolerant of emotions. Paul is a contrarian; he sees the downside in everything, is passionate, and outspoken. In a budgeting meeting, Jean presents her plan for needed cuts. Paul jumps in with some valid questions, but they are presented poorly. Understanding the dynamics, you can step in to help each of them do what they do best, respect each other, and come to consensus. The truth is, you need them both. Left to themselves, they may not get there, at least until they understand each of their roles.
2) You are at a cocktail party. Your fiance', Don, is talking with an investment banker, Rich. The topic, as turned by Rich, is now on ridiculing his neighbor's gay daughter. Since rich has a gay son, you know he will not appreciate the point of view, so you join them and masterfully turn the talk to your upcoming ski trip to The Grand Tetons.
You may think, at this point, that I am suggesting you fight other people's battles; I'm not. You are simply stepping in to do something you can do better than someone else. Ideally, we surround ourselves with others who care about, and will do the same for, us. You'll make many friends by looking out for them. We shall reap what we sow.
It involves being aware of other's strengths & weaknesses. When you work next to, or with, a team of people for an extended period of time, you get to know them pretty well. They might even have been chosen based on a certain competency or profile. Certainly our spouses, significant others, or best friends are known even more intimately. How we treat them based on this knowledge (or judgement) of them is critical.
The point is often made that it isn't just WHAT someone does, it's HOW they do it. When we see another questioning or challenging a team member, it should ideally be regarded as a gift. It is, however, sometimes difficult for the team member to see it this way, especially if it is presented to them in a caustic, or even partially nonconstructive way. But it is a gift; only part of the story may be understood, the stated facts may be questionable, and/or the team may be on the brink of a serious error.
As a third party, we can help the process and facilitate a good outcome. If the team member has a blind or weak spot, we, knowing them well, can help compensate. We can, in essence, protect their soft (weaker)spots.
Here are examples: 1) Jean is very bright, excellent with detail, and always sees the upside in opportunities. She is also impatient and intolerant of emotions. Paul is a contrarian; he sees the downside in everything, is passionate, and outspoken. In a budgeting meeting, Jean presents her plan for needed cuts. Paul jumps in with some valid questions, but they are presented poorly. Understanding the dynamics, you can step in to help each of them do what they do best, respect each other, and come to consensus. The truth is, you need them both. Left to themselves, they may not get there, at least until they understand each of their roles.
2) You are at a cocktail party. Your fiance', Don, is talking with an investment banker, Rich. The topic, as turned by Rich, is now on ridiculing his neighbor's gay daughter. Since rich has a gay son, you know he will not appreciate the point of view, so you join them and masterfully turn the talk to your upcoming ski trip to The Grand Tetons.
You may think, at this point, that I am suggesting you fight other people's battles; I'm not. You are simply stepping in to do something you can do better than someone else. Ideally, we surround ourselves with others who care about, and will do the same for, us. You'll make many friends by looking out for them. We shall reap what we sow.
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