Interpersonal Business

Vol. LXIV

Dear Manager,

Personal growth, experience, and maturity certainly impact all of us. The question becomes: Is personal growth strictly a personal issue, or something that management should want, expect, and even demand from those they manage?

If we are to expect growth in others, we must also expect growth within ourselves. Similar to a commitment to exercise, all too often we allow this critical area to simply slide. We had intended to do more insightful reading, attend a seminar and class, or ask for consultative guidance, but life seems to be unfolding at accelerating rates. Perhaps many of us believe we have learned enough in school and on the streets. I am not suggesting that this is substandard. The question is, is it good enough?

With the current transitions in the world of business, will resting on your laurels of current growth service your future needs? I took some computer classes this past summer at a local community college. What an eye opener! Here were individuals committed to join the twenty-first century. Many were my age and older, often better prepared than I, taking their own steps in a new world. I left these classes shaking my head, not only in the limited knowledge I had grasped, but also in the amount of knowledge yet to be learned. I found it very humbling to re-enter an exciting world, one I had long forgotten.

I would be the first to admit that I could have done much more in the past thirty years relating to this issue. Most professionals simply accept the need to stay informed and to continue their education. For doctors, lawyers, accountants, or engineers, further education is understood as an accepted routine. Would you trust a doctor whose medical knowledge hadn’t been updated for ten years? Why isn’t a similar culture routinely accepted in American Business?

Once again, as managers, do we have the right to address personal growth issues with our staff? Do we have a right, as their employer, to expect them to accept responsibility for self-improvement? When these individuals were hired, it would be common for them to embellish their education, and areas of further education. This suggests their acceptance and understanding of its vital role to any profession. Should we not continue to expect more?

If in fact we have no right to expect a higher standard and continued growth, then the die has already been cast when the hire is complete. Effectively, we had better be damn good in the hiring process. In this scenario, we must assume that the current package “is as good as it is going to get!” More often than not, I believe this is truer than we would like to admit. How do we change this standard of mediocrity, in ourselves and in the assets we choose to manage? The current economic culture suggests the time is now!

Having now established the foundation, and the current deficiency, I would suggest that there are few of us, including those we manage, who could deny its significance. As always, the question becomes how do we turn idle conversation into a strategy that will affect change? I believe this comes with mutual participation, recognition, and a system that rewards individual efforts.

YOU DESERVE MORE!

This is an ultimate truth, that all of us can relate to and accept on a personal “income growth” basis. Many of those you manage have achieved success beyond their wildest dreams. This would also suggest they may have become satisfied with their current standard of living. Complacency sets in, and a loss of rhythm relating to self-analysis and improvement follows. These individuals must now be convinced that they have only begun to meet their potential, and the worth you hold for them in the future. This must be accomplished in its most sincere form, as it is absolutely true.

There is an element of fear in all of us relating to what the future holds for business in America. We see the Generation X-ers with seemingly so many more tools to effectively maneuver and succeed in this changing climate. What seems so out of our element often seems rudimentary to this next generation. For many, the anxiety of being left behind is indisputable, and creates a very real sense of urgency to get caught up before it is too late. Certainly this creates a significant and authentic opportunity to not only make your point, but to take a stand.

OUR INVESTMENT

Having benefited greatly from my recent experience back in school, I would suggest this is a very cost effective investment for you and your team. On a very reasonable budget, classes can be incorporated as one aspect of your company’s strategy and compensation package. I would not encourage you to simply roll out the checkbook, assuming full responsibility for their growth. You cannot force feed; you cannot want self-improvement for your staff more than they do. Perhaps your participation would include 50% to 75% of the tuition and books relating to approved courses, or reimbursement related to an acceptable grade. In some instances this might be a class that you and your staff could participate in as a team. Regardless, your objective is not only their participation, but also the buzz among the staff created by their enthusiastic participation.

As their manager, I would acknowledge those who participate to their peers. Certainly everyone would understand if these individuals were to be given favorable consideration should advancement opportunities become available. This was certainly part of the criteria when they were originally hired for their current position!

I am not suggesting that this agenda become an all out competitive assault. I am suggesting that we are all fighting for our collective futures in a whole new era of doing business. Either grow as individuals or fall further behind the national and international standards of what can be reasonably expected from a professional.

THE QUESTION BECOMES

What do you hope to earn this year? What changes do you plan to make to accomplish this objective? On reflection, what areas would you change from last year’s efforts? What areas of personal growth do you plan to address in the next six months? What are your three and five year objectives? How might these objectives also assist in enhanced personal time? What can we, as an organization and team, do to assist in meeting these objectives?

ITS OWN REWARD

To bring conclusion to a prior question, yes, as managers we have every right to assume and expect sustained and committed personal growth from our staff members. It is our only prospect for the continued growth and vitality of one’s organization and our individual and collective futures.

As managers, we all know the value timing plays in the success of any program or strategy we might pursue. There can be no greater personal reward than that of accomplishment. There can be no greater benefit than what you can bring to your organization and to each of your staff members on an individual basis. The time is right, the urgency is crystal clear; your future will be defined in the process.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXIII

Dear Manager,

There is no greater crisis for any manager than his or her own unanticipated termination. Having worked for myself sin
ce college, I realize I can’t fully appreciate or understand the feelings associated with this personal crisis. I recently helped a friend and business colleague work through this process, learning a lot about his feelings, anxieties, and the path he chose to a successful and fulfilling resolution. I’d like to share my perspective on a few of the lessons he learned along the way. It’s certainly much easier to read (and write) about this topic than it is to experience it firsthand!

My friend worked for a significant regional company in the Northwest, which had been purchased a number of years ago by a similar company based in another state. At that time, Phil (not his real name) assumed the role of General Manager for his division. It became very clear over a period of years that Phil had the talent and initiative to not only handle, but to excel in this role. It was also evident to most parties that Phil’s division would clearly outperform the division being managed by ownership.

Over a period of years, ownership became uncomfortable with Phil’s division’s position of strength and his exceptional competitive advantage over the company division. O.K., I can’t be objective any longer. Clearly ownership and their inflated egos couldn’t see the forest for the trees. Instead of using Phil’s talents as a model and resource for their own division, they began to impose greater control in order to trim the sails of their shining star! How is it possible that some owners don’t understand a good thing when it’s sitting in their lap? I also realize I was not privy to the day-to-day operations of this company, yet normally common sense prevails.

One had to assume, from a distance, that it was simply a matter of time for this issue to come to a head. After consistently poor performance in their “company-managed” division, ownership came to the conclusion that operating costs needed to be reduced. Phil was notified that his position would be eliminated. No one would have believed this chain of events had they not seen it unfold over a period of years, as I had.

Phase I

Disbelief, anger, bitterness and, at times, devastation; Phil experienced them all. Each few days brought its own set of emotions. I believe we would all first think of family, personal commitments, and responsibilities. The first phase always seems to lead our imagination straight down the path to the poor house. Why do we always seem to think in terms of “worst case scenarios” in our most difficult financial times? I found in early conversations, though, that Phil looked for indications of hope.

This early phase also seemed to be filled with “finding blame.” Phil felt his personal image had taken a shot, as would any of you reading this. In finding blame, it seemed easier to swallow, particularly if you can find someone other than yourself able to assume this role. After a few days, and from my purely non-emotional state, I suggested that Phil shouldn’t take this action quite so personally!

Yes, without question, ownership should have, could have; in a perfect world would have, taken steps to avoid this inevitable conclusion. Unfortunately, it didn’t happen, and Phil was a casualty. Ownership eventually took actions to save the financial assets of the corporation, but it was too late for Phil. “Finding blame” serves no purpose other than wasting ones creative potential in finding a solution.

Phase II

In this scenario, I also believe there would be times of loneliness and solitude for most all of us. Society often defines us by our ability to contribute to family and self. We have all “bought in” to this mentality to some degree. I shared with Phil an honest and sincere level of confidence in his abilities and career potential. In fact, I’d often gone to Phil for advice with my own business challenges. I suggested he literally “ talk to himself,” creating a sense of self-confidence in his own advice. In other words, what advice would you give to a friend under a similar set of circumstances? The value in this effort is in its ability to take the raw emotion out of the circumstances. I suggested that I would certainly rely on his advice if I found myself in similar circumstances. It was time that he do the same. What would he tell me to do? Listen to your own words then follow their truth. Once the personal emotions are put in their proper perspective, we can proceed both objectively and effectively.

Phase III

This phase comes with acceptance of one’s own reality. With acceptance comes the very first stage of rebuilding ones confidence. This is also the stage in which I believe we are most vulnerable. In the search for confidence, it’s easy to accept alternatives that aren’t in our long-term best interests. Similar to personal relationships, we are vulnerable to the potential “rebound.” Some early indications of new opportunities came Phil’s way within the first couple of weeks. One day, Phil would be elated, confident, and relieved at his good fortune. Days later, optimism crumbled to disappointment when the opportunity wasn’t nearly what was understood at first blush. This roller coaster had seemed to take on a life of its own.

We discussed staying on task. Each day’s agenda would be directed toward his efforts to develop fact on which to base future judgments. While there was initial relief in finding potential opportunities, he also had to look well beyond the surface of each of these opportunities. His considerable skills would be in demand, and there would be many who would like to “take away the pain” and acquire his services at well below market value. The relief in finding a “new home” was certainly not nearly worth the price of selling himself short, or compromising his family’s potential.

I suggested this was finally an opportunity for Phil to take the time to chart his future, as compared to allowing fate to simply push him around. It was time to take back control. Rather than jumping at an opportunity, Phil clearly needed to take the time to make perhaps his last and most important professional career judgments. All options, all scenarios; all potential possibilities should now be objectively reviewed. It’s clearly better to make an informed decision from an inventory of ten choices than it is from an inventory of one!

Phase IV

As the opportunities continued to flow in, I found great pleasure in seeing Phil’s excitement and anticipation grow. This stage finally allowed Phil to realize that, in fact, this time of change might have been the proverbial “blessing in disguise.” Phil hadn’t been completely happy with his former set of circumstances, and had actually considered leaving prior to their decision. The key difference was the fact that it occurred on their timetable rather than his.

Phil has actually become grateful for what he calls the “kick in the rear.” He is on an anticipated fast track as he builds his own marketing representative company serving a number of manufacturers in his former industry. This decision seems to be a perfect fit, as it allows him to draw on prior experiences and contacts that will only serve to enhance this decision. These are uncharted waters for Phil, but as an objective observer, I have no doubt that he will succeed.

As I suggested earlier, I fortunately (or perhaps unfortunately) have never personally endured these circumstances first hand. I believe its greatest lesson is in moving beyond the emotions of the moment. In consulting your own inner voice, you might even find a new best friend in the process.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXII

Dear Manager,

Have you ever known of anyone who could even come close to always being right? Are you kidding? No way on God’s green earth! I believe we all realize these axioms are based on a generalized philosophy of one’s approach to doing business. Problems only arise when we accept these values in literal form rather than general form. You guessed it! There’s a group of individuals who currently expect us to accept this adage in “very literal terms.” Yes, it is a majority of our current and future customers.

I have no problem accepting these ideals in their intended context and frame of reference. Nordstrom, as well as many others, have outperformed their peers for years by bringing a much greater sense of focus and priority to meeting the needs of their customers.

In the legal system, there is a standard litmus test that all contracts must pass to be considered valid. The standard that has withstood centuries of litigation is: for a contract to be valid, benefit to both parties must be established. A contract that only benefits one party will never hold up in a court of law. If you look at it from a purely legal perspective, just how right are all of these customers?

The customer is, in fact, always right, with the following exceptions: in the case of being misinformed or being misguided. Misinformed or misguided? Impossible your might say!?!

THE MISINFORMED

These are the customers with whom we hold the greatest opportunity to evoke positive changes. It is certainly not their fault that they are, or choose to be, so poorly informed. Look upon it as your civic duty and a public service to show them the light. Let’s look at the buyer’s perspective.

In most cases, from their perspective, the defining element in any sale or contract seems most often to be focused on price. Price is a very tangible and precise medium in the negotiation process. Your customers will hound you about price at the beginning, middle, and end of many of your presentations. Within reason, we must certainly be competitive in this arena. I also believe that for the highly skilled professional, pricing issues are very rarely the defining element. This is where we must become the teacher, to assist the misinformed.

If price were the only issue, half of America’s economy will not, could not, would not, exist. In the absence of price considerations, quality, service, performance, confidence and personal relationships guide the vast majority of all business relationships. All too often, we allow our customers to emphasize and overstate pricing issues, as compared to true value issues associated with the balance of “the contract.”

If a product costs $1, what is its actual cost if, in fact, it is never received? In this scenario, would free provide additional value? Creating “added value” seems to be the buzzword of the new century. I’m not sure that anything has been added, such as octane to gasoline, but I do suggest that we need to be able to define and establish true value to our customers. Yes, our customers need to be better informed. We are in a position to do so, and the only ones willing to do it.

If price is a much more precise and tangible factor, how do we better define these secondary features and benefits, bringing similar clarity and definition? Ahhhh, this is where selling becomes pure. This is also what will define and protect salespeople in the new economy.

By nature of the buying and selling relationship, we must do a better job of bringing significant definition to the role we play, its value, and its priority.

If I had to define a single factor, one that translates to more sales in American business, it would be – without question – relationships. Fortunately, loyalty based solely on performance and established mutual benefit will rule in the buying and selling of commerce in the United States. Relationships suggest an understanding of the mutual value relating to service, confidence, performance, and in many cases, quality as well.

The problem comes in our ability to quantify this value. I believe many of us side step this most important of opportunities. Few of us wish to self promote, particularly to individuals with whom we enjoy a strong working relationship. It may become easier to allow them to focus on price, and hope that these “other considerations” will assist in a fortuitous outcome and conclusion. Come on. Are you truly willing to bank your fortunes on the potentially misinformed? If so, it may be time to get out of sales.

It is now time to bring definition and specifics to your value as a resource, and the ultimate sale and contract. What are your consistent service, confident hand, and past performance worth? A heck of a lot more than price! Incorporate these equations into each and every one of your sales presentations. With practice, this can be done effectively, not in a self-serving way, but in an informational way for those who may be misinformed.

THE MISGUIDED

In literal form, one would also have to conclude that all business is good business. What happens when the Nordstrom customer purchases a gown the day of a prom, only to return it the next day (only slightly used) due to “its obvious and clearly apparent poor fit?” Even for the standards of excellence that Nordstrom has established, this has got to be a challenge. Yes, there is such a thing as bad business.

Once again, our customers often rely too heavily on their regal throne of righteousness, never to acknowledge that a one-sided contract has been established. Conversely, we as sales people are often so hungry for the sale that we are willing to attach a dollar bill from our own wallet with every delivery. Unfortunately, I believe there are not enough of us who will stand up and define a relationship, and its understood contract, invalid. We have all created valid relationships that have lost their foundation of mutual benefit over time. These relationships are often derailed by the misguided. It is our responsibility to illuminate their path, or terminate the relationship, turning off the lights as we shut the door.

We must first define who the misguided parties are. More often than not they are hiding behind significant volume streams, years of commitment, and prior profitability. Others never fulfilled their commitments to us, or overstated their ability to provide value. Still others were simply a poor business decision on our part from the outset.

In the above instances, a conversation and conclusion relating to mutual profitability can only create benefit. Either they become valuable, or the losses have been eliminated. First, define your objective. If the objective is to proceed, then create a success formula that you feel you can both live with. At all costs, protect future potential with this client. If necessary, suggest alternative resources for your products. In your presentation, be sure to explain that you would certainly never expect them to continue an unprofitable relationship. They certainly must share this perspective!?!

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. LXI

Dear Manager,

With this as my foundation, I would like to tackle an area that seems to be the most elementary concept, yet is most often poorly implemented. We have all worked with hundreds of individuals in the many phases of our business and in our management careers. Some were outstanding professionals, others seemed to just get by, and some simply didn’t make the cut. If there were a single principal that determined the “have-its” from the “don’t- have-its,” what would it be?

The mystery talent is: follow up and follow through. I take it back, it takes no talent, only a keen sense of ones own integrity and personal resolve. How many times have we heard the old axiom, “My word is my bond?” I’ve got to tell you, we hear it much less in today’s business climate. Yes, I may be getting ready to rant and rave!

I’m not suggesting business is less honest than in the past. I’m suggesting business has gotten a bit less sincere, a bit less willing to commit, played more on the fringes of “what can be gotten away with.” I believe this transition, if true, is very disconcerting to many of us. We are being forced to look below the surface more than in the past. This makes it much more difficult to accept as many conversations at face value. Let’s review some of these “hazardous” personality types.

THE AGREEABLE TYPE

I’m sure you’ve met and worked with individuals who were willing to agree with almost anything you suggested. On the surface, they are very appealing individuals, and the tendency at first blush is to assume “we must both think very much alike.” You soon realize that their personality causes them to agree with whomever, wherever, whenever, as conversations arise. They are pleasers. The problems begin when these individuals can’t possibly fulfill all of the commitments they have made to you, themselves or anyone else. The word NO is simply not in their vocabulary.

THE OVER EXTENDER

This individual is someone who simply can’t assess their own limits. Time carries no definition, with little sense of urgency for themselves or their commitment to others. Their perception of a “job well done” is only conditional on its completion rather than its time frame. Eventually, the basics get accomplished, based on their standards and their acceptable timetable. Those with any sense of urgency must simply wait their turn. Similar to the agreeable type, (but with no time frame) they will assume “responsibility” for whatever is asked of them.

THE BLAMER

These are the individuals who have a “valid explanation” for their inability to perform a task. “Didn’t you hear there was a flood in Caracas?!” I’m convinced that this type of person spends half their time preparing excuses, rather than meeting the task at hand. It can be so much easier to abdicate any sense of control or responsibility due to “unexpected circumstances.” In many cases, the byline of these individuals relates to their own disappointment in the follow through of others! They are constantly being misinformed, being taken advantage of, or simply being let down. Obviously, they have no control over the actions of others? “What was I to do?”

THE MANIPULATOR

This is the individual who has little or no interest in meeting anyone’s requests. Rather than suggest this fact, they simply never follow up. When asked for an update, they simply delay the outcome further. Eventually, the majority of their tasks will no longer be relevant and, with time, will simply be forgotten. Like others, they will exhibit sincerity at the outset, but it is simply a tool for manipulation. Their intentions are obvious, and consistently directed at what they deem “significant.”

IT WASN’T MY JOB TO BEGIN WITH

This is perhaps the most interesting approach to the malaise of poor follow through. Over the years I’ve heard lots of excuses, but this one always sends me over the edge. These are the individuals who accept no responsibility whatsoever. Anything outside their realm of “expertise” is NOT THEIR JOB. These individuals often loosely delegate responsibility to someone “they deem” responsible. This may include simply leaving a task on someone else’s desk, leaving a voice mail containing only minimal information, or neglecting to convey the appropriate sense of urgency.

By nature, these individuals have a tendency to also be clock-watchers. If they can delay a project till the end of the day, they can claim, “It never should have been given to me in the first place!”

I might accept the above conclusions in a third world nation and economies, but not in American Business in the Twenty-first Century! Do these individuals think that we are stupid? Are there instances where we are a part of the problem? Probably some of both.

Sometimes, it’s everything I can do not to smile when someone in their most sincere response heads down one of these roads. With every word, I’m saying to myself, they can’t be thinking I’m an idiot, they just can’t be. Or has American Business also lowered the standards for good business? Are we showing acceptance of mediocrity and lesser performance relating to adequate follow up? Aren’t follow up, and its responsibilities, part and parcel to common courtesy?

If there are signs of these “personnel disorders” within your organization, or in others who impact your business, it’s time to respond. Similar to a child who is misbehaving, my next glance is always directed to the parents. In this case, these individuals are adults. As managers or as their clients, we now assume the role of parents. Ironically, the response, and its discipline are similar. Accountability starts at home!

We must proceed with the premise that everyone deserves the benefit of the doubt at the outset. There is nothing worse than looking for trouble that doesn’t exist. Once these individuals’ “subversive tactics” are defined, the show begins.

Begin by stating very clear expectations. With those whom we trust, there is a tendency to be less specific. In all instances, be infinitely specific.

Ask direct questions relating to their understanding of the timetable. These individuals rarely like to be pinned down. Suggest they “get back to you” should there be any indication of problems. Finally, ask that they restate your “mutual” objective. No one can misinterpret a conversation that was verbalized by each party.

It is essential that you proceed with these steps with no unusual tone of voice, or suggestion that the outcome will be less than acceptable. Your sole objective is to improve upon an unacceptable situation. If accomplished, all parties will clearly benefit.

At this point, the leash has been shortened significantly. It’s time to bring it to a close. If an acceptable conclusion has been accomplished, then congratulations are in order. If not, completely review the original conversation. Ask the individual to restate their initial commitment, including the agreement to follow up with you in the instance of problems. State “your confusion” relating to the outcome that had been so clearly defined. In a very limited period of time, these individuals will improve their “survival skills” or quickly take themselves out due to the pressure. You must form your own final conclusions and respond accordingly.

Inconsistencies, mixed signals, false perceptions, and “misunderstandings” are simply costing all of us a tremendous amount of productivity. If it’s only twenty percent of our organization’s potential, we are all wasting one day each week. It is always the simplest of axioms that endure. “Over commitment and under delivery,” isn’t one of them.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2010. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM