Posted: November 18, 2022 | Categories: Customer service, Leadership, Management, Self-Improvement, Team Building

There are certain things that irritate us.  They just do.  We know what those things are.  Do others?

Whenever someone is saying or doing something in a way that angers us, that is not good for teamwork and good communication.  Here is an example:

Beth is a bookkeeper at a community bank.  Her job requires that she manage projects that are time sensitive.  Sometimes her supervisor gets twitchy as the deadlines approach.  As a result he starts to nag Beth about getting it done.  That is not so bad.  There are times when most of us need a little nudge.  Here’s the problem:  Beth prides herself in knowing priorities and making every deadline  In Beth’s mind the nag from Nick interrupted her focus, and aggravated her.  She decided to address this frustration with Nick.  She detailed what he was doing and how it affected her ability to do her job.  At this point, Nick knew.  That left him with two choices:  Either keep nagging so that he could upset Beth, or stop nagging and allow her to enjoy her work with better focus.  Nick chose to back off.  That’s a “win-win”.

I’ll bet there are things people do or say that make your work more difficult.  Consider addressing the other person in a friendly way.  Explain the behavior that offends you and how it makes you feel.  Then request that they refrain from said activity.  Keep your team running smoothly.

Posted: October 20, 2022 | Categories: Leadership, Management

Several years ago my wife and I were facing a tough situation.  Joyce’s mother was in a nursing home in failing health.  We informed the nursing home staff that we no longer wanted Edith taken to the Emergency Room every time something went wrong.  She was ready for hospice.

About a week later we got a call from the nursing home and they informed us she had been sent to the ER due to complications from diabetes.  We were surprised and dismayed that the nursing home had disregarded our instructions.  Even the nurse at the hospital asked, “What are you doing to this woman?”

We called the doctor and asked why she had been sent to the hospital.  The doctor replied that he was following protocol.  He then said, “Look, I need some direction here.”  We replied, “We want her placed in hospice care.”  The doctor said OK, and soon all athe arrangements had been made.

Edith spent the remaining 30 days of her life under hospice care.  The hospice nurses were able to get anything they needed from the doctor with no pushback.

As I reflect back on this experience, the words, “I need some direction” linger on my mind.  If we are not clear on what is expected from us, ask questions until we are absolutely clear in our understanding.  Things will move forward, and expectations are more likely to be met.

Posted: July 20, 2022 | Categories: Leadership, Management, Team Building

Have you ever seen a situation where a company hires a new team member, things go well for a couple weeks, and then the new hire suddenly quits?  What happened?  You thought they were happy and doing fine.

Well, you may want to look at your onboarding process.  Studies have shown that for the first six weeks of employment we need to be intentional in making sure that we work with the new person in building trust and helping them keep engaged in their work.  This can make a big difference.

In 1977 I joined a local Rotary Club.  I wanted to be more involved in the community and enjoy some good fellowship.  At 28, I was the youngest person in that club.

As soon as I was inducted, I was paired with a mentor.  His name was Art, and he was genuinely interested in me and what skills I brought to the table.  We set up weekly conversations, and I was soon given the job of bulletin editor.  Art knew I liked to write, and he tapped in to a hot button.  After six weeks my mentoring ended, and the program had succeeded.  I was an active member of the club and felt very much at home – even though I was the youngest member of the club – by far!  I was a member for 10 years before I moved away, and during that time served in every office…including president!

One of the most persistent challenges my clients encounter today is hiring and keeping good employees.  To reduce this threat, I recommend you have a step-by-step onboarding process guided by a competent mentor who will manage the process.  Keem’em smiling!

Posted: June 20, 2022 | Categories: Leadership, Management

“Teeth…ignore them and they will go away.”  -1960’s ADA media message

The phrase quoted above has been embedded in my brain for over 50 years, and it has worked for me.  Other than my 3rd molars, I still have all my teeth.

Let’s move from teeth to turnover.  In today’s business workplace adequate staffing is one of the biggest concerns to deal with.  How do we find good people and keep them?  Often, it is all about paying attention.  Here is an example:  I have a friend who recently quit his job.  Here’s what happened:  When he was hired a year ago top management told him how much they appreciated and encouraged new ideas that can make the company more profitable.  That excited Phil and he began looking right and left for ways to preserve profit and generate more revenue.  His ideas were detailed and well thought out.  He began presenting them.  Top management did not respond or acknowledge them.  That was discouraging for Phil, and over time his eagerness subsided.  He became “checked out”, and no longer felt he could represent the company with the right attitude.  He resigned and it was an amicable departure.

The best we can tell, about 90% of turnover is a result of dissatisfaction with an immediate supervisor.  What is the cause of that dissatisfaction?  Too many times it is the preoccupation or lack of attention to our direct reports.  Let’s remember the most important objective of a manager:  “To build others and make them more successful”.  To do that, we need to pay attention, welcome their ideas, and carefully weigh them.  Otherwise, we can ignore them, and they will go away!

Posted: April 20, 2022 | Categories: Management, Sales, Self-Improvement

“Successful people form the habit of doing things that failures don’t like to do” `

`                                        -Albert Gray: “The Common Denominator of Success”

Do you have a vision?  With all your gifts and abilities, do you have a picture of what you want to achieve, and who you want to become?  Let’s assume the answer is “yes” to both of these questions.  Next step:  A plan of action!

We know that realizing your vision will require much planning, persistence, and hard work.  When we plan, we list all the tasks, activities, and resources we need to make the vision happen.  We categorize and prioritize these tasks and list them in proper sequence.  Once we have our momentum established, we will be doing specific things each day that are taking us toward our vision.  But what if we are not in the mood to do our “single daily action”?  It doesn’t make any difference! We have planned well and we know that the task before us is the most important thing we need to be doing.

Here’s an example: My first task today was writing this blog.  My first thought was, “I’m not in a writing mood today.”  Then my special self-discipline angel on my shoulder gave me some tough love:  “Steve, the deadline for your newsletter is this week.  You know this is the most important thing you should be doing now.  Do it, whether you want to or not!”  I did.  Here it is.  How do you like it? (Now I’m in the mood!)

I conclude by asking another question posed by Albert Gray:  Do you prefer pleasing methods or pleasing results?  Your answer to this question can tell you where you are at with “The Common Denominator of Success”.