Posted: July 17, 2025 | Categories: Customer service, Leadership, Management, Sales, Self-Improvement

Nearly 40 years ago I was viewing a session on time management and I saw a demonstration I’ll never forget:  The speaker asked the audience of 80 people, “How many of you have been on time for every appointment you have had in the last year?”  Only three raised their hand.  Since that day all those years ago, I can count the number of times I have been late on one hand. Being on time is my non-negotiable standard.

Unfortunately, one of those “non-punctual” times happened this past weekend.  My wife and I were scheduled to visit our son and grandchildren.  We said we would be there between 9:30 – 10:00am.  We didn’t arrive until 10:15.  As a result our son had to reschedule some activities to compensate.

My son is 38, and this was my first time being late.  I knew he must be thinking it was my wife’s fault.  It wasn’t.  It was mine!  The reason was poor planning.  I made it very clear that it was my fault and I apologized for not respecting his time.  No excuses.  No blame. I suppose I could have brushed it off and said in a dispassionate tone, “Sorry I’m late”.  I couldn’t do that.  This was a big deal.  When we say we will be somewhere at a certain time, that is a commitment.  It is a promise.  It is our reputation.  It shows we respect the most valuable thing we have…our time.

I conclude with the speaker’s follow up question:  He asked the 3 “on-timers” who raised their hands how they did it.  They all had the same answer, and I’ll bet you know what it is:  LEAVE EARLY!  Be punctual.  Be a person who can be counted on.

Posted: June 16, 2025 | Categories: Leadership, Management, Team Building

Each year tens of millions of people watch the Super Bowl.  The winner receives the “Lombardi Trophy”, named after Vince Lombardi, legendary coach of the Green Bay Packers.  Vince knew how to build a championship team.  There was a special element he instilled in his squad that many others did not.  Simply stated, it is putting your team member first.  If we can do this as a leader and coach, there is a good chance our team will over-perform.

Let’s say you have a team that you believe is operating below potential.  How do we get them to improve?  Coach Lombardi built his success around a focal point.  In his situation, it was his quarterback.  In his QB, he needs to transfer all his important values such as discipline, clarity, and unselfishness.  With the quarterback at the hub, he counted on Bart Starr to lead the rest of the team to the hearty attitude and unshakeable work ethic he had been taught.

So what about your team?  First, identify those individuals that have already shown you that they “get it”.  That number may be 2, 3, 6 or more.  This group is your focal point.  These are the folks you can count on to be an extension of your values.  When those on the outside of this group get a taste of the fresh direction, many may like it and begin to join in.  With patience and persistence, the focal group grows to critical mass.  This will provide the momentum to move your team to a higher level.  Those who don’t change their attitude or poor engagement become marginalized.  They usually either join in or leave the organization.  To begin building your championship team, find your “core” and make it grow.  Be a winner!

Posted: April 3, 2025 | Categories: Customer service, Leadership, Sales

Several years ago, I worked with someone who displayed one of the best collections of interpersonal skills traits I can recall. Her name was Jane, and once she made a statement I will never forget. She said, “I’ve worked for five different companies in the last 20 years and I have not moved from this chair.” You see, Jane’s company had been merged or acquired 5 times, and each time the new company insisted Jane remained. She was a receptionist – the first and last impression of her company. Why was she so popular?  I think I know. Here are some of the traits I observed in her over the years:

Positive: When we complain, we are a burden.  If we down-mouth others, we lose respect.  Jane exhibited rule #1: Be a person others want to be around.

Show genuine interest: She knew and remembered birthdays, sporting events, anniversaries, and vacations. She was sincere and got others talking about their favorite subject – themselves.

Politics: She avoided this category, and I suspect she also avoided rattlesnakes!

Appreciation: She always remembered to say thank you.

Remembering names: She gave full effort to learning and remembering people’s names. She made others feel special.

Smile: She had an infectious smile, and a perpetual twinkle in her eye.  People found her easy to approach.

Listened: She listened to understand.

Eager to help: She was continually looking for ways to help others.

Humble: She was humble. If she made a mistake, she quickly admitted it with no excuses or blame.

There you go. These are some of the main qualities Jane possessed.  We can have them too.  They are simply habits!

Posted: March 14, 2025 | Categories: Leadership, Team Building

If you run a company, one of your biggest challenges could be getting and keeping good people.  The stronger team members tend to be humble, eager, and possess good interpersonal skills.  If we have someone with these qualities, we want them to be happy in their work and stay with us a long time.

One of smartest things we can to get new hires off to a solid launch on day one is to make them comfortable and glad they chose us.  How do we help ensure this happens?

One of the most effective “welcome aboard” gestures I have seen involved an “in the spotlight” interview.  Have the new person sit in a chair in front of the whole team and ask them some “get to know you” questions.  In Patriick Lencioni’s book “Five Dysfunctions of a Team”, the author suggests asking questions like these:

1. What is your home town?
2. How many kids were in your family?
3. What is one of your interesting childhood hobbies?
4. What was your biggest challenge growing up?
5. What was your first job?

You may have your own favorite questions.  It is all about establishing commonality.  I remember one instance where a “welcome aboard” interview helped reveal that the new person had a cabin up north that they went to in the summer.  As it turned out, someone on the team also had a cabin not far away.  That initiated a whole new friendship!

“Welcome aboard” interviews enable us to talk about our favorite subject – us!  In doing so commonality is established, and we automatically feel more comfortable with our new team.  Remember the saying, “People who are like each other tend to like each other”

Posted: March 10, 2025 | Categories: Customer service, Leadership, Sales, Self-Improvement, Team Building

I graduated from college in 1971, and began my career as a manager in the hospitality business.  One thing I learned quickly was that to enjoy my work in the hotel business, my team and I needed strong interpersonal skills.  If we believe that 1% of the population is not friendly or likeable, that means we would encounter two such people each day if we had 200 guests.

My first test with a carmudgeon involved Mr. Kramer.  He would check in very demanding and was quick to complain if he didn’t get fast enough service or special treatment.  Before long, my entire staff was upset because of having to deal with Mr. Kramer.  He wasn’t cruel or insulting…just a pain in the neck,

.Since Mr. Kramer came often, I knew I needed to find a way to get Mr. Kramer’s behavior to a palatable level.  I thought of an idea:  Since Mr. Kramer is not friendly, he is probably used to not getting the best service.  Why not turn that around?

To begin this effort, I began impersonating Mr. Kramer.  (I was pretty good at it!).  When a staff member made a mistake or needed re-direction, I would talk to them in Mr. Kramer’s voice.  We began to have so much fun with the routine that we all began to truly look forward to Mr Kramer’s next visit.  We were excited to talk to the real Mr. Kramer.  He wasn’t used to this kind of treatment.  He changed his tune, and before long we discovered his sense of humor, and it was a good one.

In addition to making our work environment more enjoyable, Mr. Kramer gave us numerous referrals.  He told his friends, “This is the place you want to stay”.

The next time you have to work with someone like Mr. Kramer, remember, like you and I, that person wants to feel important.  If make them feel important, you will greatly increase your odds of making things better.