Interpersonal Business

Vol. LVIII

Dear Manager,

As mangers, we have all been graced by that very special individual(s) within our organization who, for the lack of another term “simply sparkles.” When you see them or speak with them one can’t help but smile. These individuals bring us unlimited pleasure simply to be in their presence. We can’t seem to have enough of their involvement and participation. These individuals rise above the day-to-day challenges of life.

As life would have it, there are also those at the opposite end of the spectrum. From time to time, management must deal with an individual whose negative approach has the unfortunate posture to turn our highs into lows.

Yes, these are the contrasts of personalities that we all experience. Fortunately, most of us, and those with whom we work, fall somewhere in between these contrasting styles. The balance of styles within an organization can be considered its barometer. The higher the barometer’s reading, the sunnier the skies in your organization’s daily forecast; the lower the reading, the greater the chance for stormy skies ahead. It’s simply amazing how one individual can turn a very sunny day into a natural disaster.

The single greatest factor affecting the character and culture of an organization – yes, every day – is ATTITUDE.

Of even greater concern is the impact a single negative attitude can have on the psyche of others within the organization, including us. Combine this with the inordinate thought process and conversation they control, and you can begin to see how far reaching their impact becomes.

Generally, the stabilizing force of any organization is its managers. We provide the consistency, the global confidence that all is well, that indeed the skies are blue, or will be again soon…

My experience has taught me that failure to address an “attitude issue” directly not only destabilizes one’s ability to manage, but undermines the confidence and morale of others “victims” within the organization. We all get caught up with “what is in our face.” Even though we might have twenty shining stars, a single negative individual wields amazing power. It affects us all.

There is a tendency to work slowly through this challenge. No one enjoys conflict, we simply hope it will all “work itself out” with time. As often as I have tried this approach, I’m afraid that nothing ever worked itself out! In many instances, attitude issues often originate outside the workplace. When this is the case, it is obviously much more difficult to get to the root of the problem. The situations where I have found success, however, have been the result of addressing the issue swiftly, directly and confidently.

Certainly the victory comes with saving a potentially valuable relationship. While this is the goal, it is not always within our control. I recently read a quote from John Malfura, a Portland-area manager, which stuck in my mind. He has challenged his employees by asking, “If your job isn’t fun, then why are you doing it? This is supposed to be a fun place, and if you have fun and exude that, those around will also.”

Yes, it can be as simple as that. Some folks, however, have never learned how to “make their own fun.” They may believe that it’s the responsibility of others to “make it fun for me.” Similar to our holding teachers responsible for “making” us learn, or a spouse for “bringing” us happiness, these individuals are destined for personal dissatisfaction.

I use these examples for the sole purpose of illustrating that this type of attitude will never bring long-term benefit to an organization. These individuals, for no other reason than their own attitude, have taken themselves out. They will never be stars.

SHOW ME A STAR

A star assumes full responsibility for their own happiness and making their own fun. These individuals understand that their circumstances are a result of their choices. If their circumstances can’t be positively improved upon or deemed acceptable, they have the option of considering other choices. What other effective alternatives are there? It all comes down to a positive thought process.

These are the individuals who nourish our soul. It is the stars who often require so little time and focus, and yet deserve the wasted time and energy devoted to the alternative. It’s time to tell the kids that can’t play nice to go home!

KEEPING IT FUN, AND WHERE DID I LOSE IT?

With all the tragedy we see via the news media, I believe it is increasingly difficult to simply keep it fun. Combine this with the constant link of technology, let alone financial pressures, and I believe all of our lives have become a bit more (too) intense. It has become increasingly important to take the time to enjoy and appreciate personal and simple pleasures. In today’s world, these are essential to a well-rounded and successful career, and survival.

As managers, we must take steps to insure that simple pleasures flourish in those with whom we work. The old school of thought would not have considered this life-saving (let alone attitude-saving) approach to business. In the past, we would simply have continued to ask for more. More time, more effort, greater commitment, constant communication and availability on call. We must accept the fact that the professional work place is all ready over committed!

I am not suggesting that all hope is lost, nor am I suggesting that we expect less or take an extended holiday. The professional bar for business success continues to stand tall. If counterproductive attitudes are no longer acceptable, the only question becomes how do we continue to meet our goals and protect the survivors?

We must learn to first appreciate our stars a bit more, and surround them with their peers! Personal growth for us and others holds the key. If we have no more time to give, the only alternative is to be much better and more focused with the time we have! While some with “an attitude” have come to believe they “have arrived” relating to personal abilities and growth, why is it that these are the individuals of whom I’m most suspicious?

Even in the most professional relationships I have, there is no one who does not have their own areas that need attention, this author included. We all need to take the steps to monitor and balance our personal and professional lives. This balance is the evidence that we know how to play. The new standards can then be set for all of those we work with as well. At all costs, save yourself and save your stars. It is the underlining positive attitude that is the true reflection of an organization.

As managers, we frequently can’t see any of the stars that sparkle due to a short term overcast. The overcast will come and go; the stars are constant.

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. LVII

Dear Manager,

Today’s strong management is about sharing the responsibilities and the rewards. All members of an organization hold a greater level of accountability. Anything less… and there is no organization.

I considered my role as a manager to be much less than it once was. We hold very little power without the strength of those around us. This position of ultimate power is diminishing at an accelerating rate. Don’t be confused. The balance of power is shifting. We can’t be intimidated by it, we must understand it and find its own rewards.

My memories go back to long before technology took on the role it plays today in all of our lives. In those days, my peers were the customers and our manufacturers. Staff members and field sales associates received their direction from me. This was also a time when our organization was a third of the size it would develop to.

The current layer of field sales management support from our factories did not yet exist. In addition, the only functions provided by computers were invoice entry and manufacturers’ commission statements Annual goals were established by each of our factories for our entire region. As long as we achieved this single number, we were heroes.

In those days, I might have had problems with sales in multiple regions, yet as long as the total region’s sales objectives were achieved, no one seemed to react, or be aware! Once our office was computerized, the information relating to sales was very revealing. For a time, I was aware of sales deficiencies long before our manufacturers. This was a huge advantage. I had the flexibility to solve issues long before they became a specific concern of the manufacturer.

The 90’s changed all of this. This is when the balance of power began its shift. Soon computer-generated reports were spewing from my factories’ computers. Field sales managers appeared frequently to review the reports with our associates and me. The window of opportunity to close the barn door before the cows got out had been seriously diminished.

Additionally, our sales associates were developing much stronger working relationships with their factories. The power continued its shift. In many cases, these strong rep-manufacturer working relationships were a significant benefit to the organization. Over time, these newly developed ties took on much greater meaning.

I now had support from the factories in the management of our organization. All parties now took issues that were considered “only mine” in the past much more seriously. Can you feel the shift in power? I must admit, I needed and appreciated all of the support, as long as it was consistent with my own voice.

My conversations with my managers were now much more specific in nature, as I could no longer “hide” challenging, unresolved territories and issues. This sword was double edged, as it made me a better manager in addition to bringing significant pressure to respond in a timely manner.

With all this additional information and tools, our staff and sales associates were faced with facts, many of them for the first time. Some members were unable to survive this transition. Those who replaced them, along with those who persevered and survived, were now much more professional than their predecessors. We would all need to be better in this world of technology.

I soon began to adjust to the transformation of balance. Quality drives confidence. Doing so is a direct reflection of the distinction of individuals that I enjoyed working with in my organization. It is also a balance that is consistent with, and critical to, our successful business relationships in the future. Along with the changes in the balance of power comes a new balance of responsibility. With this transition, the single adjustment I looked for from my associates was their own ability to:

ASSUME “THEIR” MANAGEMENT ROLE

Before we can ask others to think like a manager we must be willing to perceive them as a manager. None of us will master our objectives without truly assuming full responsibility for our present and our future. This includes full responsibility and empowerment for the decisions relating to their business. As their manager, we continue to have every right to know their plan.

In the past, there may have been no plan. This strategy, or lack of one, will no longer suffice. Good management requires all its members to create a vision for continued growth. Without growth, there is no need for management. Without management there can be no need for anyone to manage.

This suggests that more than at any previous time, we’re in this thing together. There was a time when management’s role was to be a thorn in the side of those they managed. A lot of hand holding and babysitting is required in this form of management. This is truly old news and, in today’s world, demeaning to both parties.

As technology continues to assist us in the management of our territories, this is no place for the faint of heart. The advances in productivity alone will challenge us to produce at an even greater rate per workday than ever before.

My associates have proven the ability to do what I did twenty years ago, often better than I did. All have assumed a role that they deserve, as managers of their sales regions. This is now a fact of doing business in the twenty-first century. Those associates who choose to live in the past, abdicating power due to lack of interest or effort, will not survive. Management of dictatorship heritage will no longer retain first-rate professionals. The management/managee relationship has become, without question, a partnership.

THE HANDWRITTING IS ON THE WALL

As managers, we must continue to relinquish a portion of our power for the good of the organization, let alone our own peace of mind. In doing so, we also relinquish an equal share of the responsibility for our collective success. This certainly sounds like a good trade off to me! The balance of power is now very clear and, more so than ever in the past, it is in balance.

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. LVI

Dear Manager,

I believe that few of us would choose to completely overhaul our organizations. For all of us, some of the policies and procedures we established long ago may have lost their current effectiveness and relevance. While these policies may have been right on target at their inception, it’s simply a different time and a new day. To change them now may require lengthy conversations, delayed implementation, and grandfathered commitments. No wonder it may seem easier and even more effective to live with past decisions. Policy changes can be daunting. Yet, given the opportunity…

If your management style and its policies were a house, would it be time to remodel? In the worst case, are you dealing with today’s “Pottery Barn” business climate from a foundation of orange shag carpet?

None of us has taken our last breath. We cannot suggest there is, or will be, no need to implement adjustments in our approach and how we project our personal styles. Hopefully, it will not take a personal crisis, let alone a two by four, to see the need for change. Even if you got rid of your shag carpet in the sixties, there will come a time, again and again, when change is required, so stay tuned.

SCHOOL DAYZ

Do you remember going from Jr. High to High School? You most likely looked forward to the change and the chance to project a whole new image. Unfortunately, you probably soon realized just how difficult this would be. All of your “old friends” expected you to remain who you were in the “old school.” The struggle came in not wanting to alienate the people who liked you “just the way you were,” yet wanting to be the person you’d become.

Sooner or later, that time comes for management as well. Over time, all of us create a profile that establishes how we will typically respond to a certain set of circumstances. This becomes our tag. Altering this perception, or tag, is exceedingly difficult. Over a period of years this tag becomes well entrenched with our staff. Predictability sets in. A similar tag relates to our family relationships. We will always be “mom’s boy” or our brother’s “little sister.” See how the tag works?

What happens when we know it’s time to shake things up a bit? While we, as managers, might be totally aware of the need for change, we are also well aware that changing the perceptions in the minds of those we manage is much more difficult.

Dare we try to re-create ourselves, and many would believe we had fallen off the wagon, been affected by an accidental fall, or were suffering from mid-life crisis. I have, on occasion, been accused of all the above!

Similar to the realization we may have had in High School, we cannot expect others to understand and accept when it is time to make adjustments we believe are necessary. We must also remember that the decision to remodel our management style carries with it the responsibility to remain consistent with previous values.

If changes in existing policies are part of your plan, verbal and written communication should clearly state the revisions well in advance. While there may be an initial uproar, “… that doesn’t sound like something he or she would ever do,” confidence in a manager’s principles and commitment to mutual growth will provide (at the very least) benefit of the doubt.

My own change-with-the-times approach to business has been facilitated by the gradual changes brought with new individuals, and the evolution of personalities within my organization. Times change, we change, (let’s hope,) and the personalities that make up our organizations change. These transitions allow us to keep up with the times and promote personal growth in our own management styles.

With new associates, determine areas that can be managed better than in the past. Certainly there are no personal expectations in this environment; there is no baggage. This is where you can begin to define your “new school” as compared to proceeding with your “old school.” We would all like to think that we have gotten better with age and experience.

None of us wants to transfer to a different High School in order to gain a fresh start. Once you have defined your new look, modified and integrated it with new staff members, it’s time to confidently bring it on home. Remember we’re speaking here of modifications, not an overhaul.

This is where the apprehension can come into play. There is a tendency to look around at other managers to validate the changes we might be considering. These individuals don’t have the same problems we have!?! Maybe their style can work for me. The very worst thing we can do as a manager is to try and be something we are not. All credibility and authenticity will be lost.

I relate to this in terms of tinkering with the 20% of our management style that is (or should be) “up for review.” With all the changes impacting business, I feel this is a reasonable percentage to keep on the front burner. In contrast, I have seen managers go for “the major overhaul” projecting “a whole new me” that represents a 80% transformation. What a disaster. Have confidence in your 80%, continually work on the 20%. Once these areas are complete, step up to another 20%.

I began this edition asking what changes you would make if given a fresh start. I believe you have two choices. You can move to a new management position (a new school), or you can make the adjustments right where you are (in the old school.)

Begin by writing down those areas that you feel deserves fresh consideration. In a brainstorming environment, write everything down, regardless of relevance. Once your list is complete it will become more obvious as to the priorities at hand.

Consider sitting down with your management staff and discussing your commitment to progress and possible change. Address your “receptive attitude” towards the benefits, the process, and its rewards.

Once your staff understands your sincerity, progress can then be made. Ask each of your lead members to develop their own list of topics for open discussion. There may be reasons to retain policies for reasons not obvious to others (or to you!). This process will not only open doors for adjustment in former policy, it will create an environment for positive and productive suggestions among your team. Even if only two or three changes come from the process, you have opened many doors and benefited with your team. Your blueprint is ready.

The final step is establishing a time frame for the remodeling project. You can rarely flip the switch and suggest, “this is the new deal” with your entire staff. In written or verbal communication, address the need to continue to adjust to an ever-changing business climate. While it may be easier to live in the past, all parties must embrace moving forward or accept the outdated and redundant teachings of the Old School.

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. LV

Dear Manager,

How quickly the years pass. With the beginning of a new year, I believe we should both reflect on the past year, and define some short and long term direction for the future. Some may give this merely a fleeting thought, others devote significant focus to this area of reflection.

With the New Year I have found it to be an excellent time for all of us to take a personal day. Why not find a favorite place to collect our thoughts, and examine the short and long term objectives of both our careers and personal lives? At this gift giving time of year, it’s time to fasten a bow on a gift for yourself.

Few of us take the time to define our plans and strategies relating to our career, let alone a personal accounting. Our daily focus (particularly this time of year) is so centered on “the immediate need” and meeting all of these responsibilities, that there is little time left for oneself. Schedule it! Without a doubt, this is the single best gift and commitment you can make to your organization’s long-term health. Why are we finding less time for self?

Some individuals simply aren’t at ease with personal time. They have grown away from themselves. These individuals would never consider a vacation by themselves, see a movie on their own, or take a long walk in a park or on the beach. If you haven’t done any of the above, it is time. All too often, it seems we need others to define us. Now isn’t that scary! At a time with so many demands upon our time, it’s time we begin to take steps to better appreciate our “own company.”

I will never forget the first time I lived on my own. It was at a very difficult time in my life after a divorce. Having gone directly from my parents’ home and college, into my first marriage at a very young age, there had been no time to establish my independence. I needed to start from scratch. The first few months were full of busy days, followed by lonely nights and very long weekends. With time, I began to take back control, eventually finding personal satisfaction in the peace of my own home. Such a turning point is one that I am sure many of you can personally relate to.

We can all lose ourselves in our work and home responsibilities. What have you done to retain or restore the personal sense of satisfaction and freedom “of self” that you once enjoyed?

The demands and responsibilities we find in both our personal and professional life are unending. These demands are only increasing as our world shrinks through technology. As the 21st century and its “web” of technologies unfold, survival demands that we delegate time for self. Losing touch with oneself can often go hand in hand with:

WANTING (and doing) IT ALL

We have all heard of the Super Moms of the past decade. These are the individuals who maintain two full time responsibilities, at home and in their career, regardless of their personal needs. These individuals, some very adept at doing so, have chosen to take it on – all of it. There are many personal and professional compromises in the process, yet millions have embraced this way of life. The required organizational and productivity skills, not to mention stamina, are daunting. In doing so much for others, oneself becomes an afterthought.

Now let’s take a look at the Super Manager. This is an individual who assumes not only responsibility for their role at home, but also for the “family” within their organization. Again, there are many personal and professional compromises in the process, yet millions have embraced this way of life. The profile of this manager suggests that they have risen through the ranks within an organization, or have developed a mature organization of their own.

These individuals seem to have a sixth sense relating to when opportunity presents itself. At an earlier time in their career, most likely due to lack of experience and confidence, opportunities seemed few and far between. Now, years later, it seems that the candy store has swung its doors wide open, creating what amounts to an opportunity feeding frenzy. Some of these individuals, however, have become opportunity junkies. This is the problem.

As managers, we often see opportunities lost due to our staff’s lack of experience, and our inability to scoop them all up. What many managers have failed to accept is the fact that there are many, many, many more opportunities to come. None of us can, or will, have (or need) them all. With maturity and success, we now have the skills to pick and choose only the best opportunities at hand, yet we still silently cringe at letting one pass us by. It’s a little like picking fruit. While the ones at eye level are ripe, the ones a little higher look a bit larger…so we take them all. I am convinced it is not a matter of greed; it’s just so darned hard to pass one by. If one peach tastes so good, just think how good ten will taste!?!

This is where the compromise comes into play. While we are picking all of the fruit, the rest of our lives are passing us by. Weeks, months, years can pass with little else to show for our efforts. Yes, there is a price to wanting it all. Not only in our personal lives, but in those individuals we consider to be a part of our family at home and at work. If these thoughts don’t send you straight home from the orchard, nothing will.

WE DON’T NEED THEM ALL

If this becomes the conclusion, then a new year is certainly as good a time as any to make the needed adjustments! As referenced earlier, begin by taking that day of personal definition. Is it a trip to the mountains, a beautiful lake, or simply to the park at the end of the block? Begin by defining what you consider your spot. Take a legal pad or journal to assist in defining your current thoughts, direction and priorities. I guarantee this small step will refresh like no other “opportunity” you have found in recent months.

The next step comes with scheduling an annual break from your office. Over the years, I have taken annual vacations, either alone or with my wife. While I have enjoyed numerous trips with friends, or all of the kids, over the years, I believe that true down time can only be effectively accomplished alone or with your partner. Friends and associates have asked over the years, “How do you find time for a vacation?” It’s very simple. If it’s a priority, it’s scheduled months in advance, period. The standing joke in our office for years was to contact us only in the event of “multiple deaths.” This is the type of priority that down time necessitates.

We have all worked with or managed individuals who were clearly dealing with the intense demands and stress of their careers. On one hand, they were often our top producers, and we certainly wouldn’t want to “discourage their commitment.” On the other hand, having experienced this type of individual in the past, this personality is on the fast track to a short-term burn out. On more
than one occasion I have strongly suggested that a break was in order, an afternoon exercise class, or some form of personal renewal. Anyone worth managing is worth protecting from themselves, yourself included.

THINK EUROPEAN

So, are you still feeling guilty about thinking of your own personal health and that of your partner? Our culture has inbred us to believe that personal time, let alone vacations, are a luxury only available at some future time. European culture expects its citizens to take from two to eight weeks each year to renew their spirit. As I look back, scheduling personal time was perhaps the single greatest decision that I made as a manager twenty-eight years ago. It not only made me a better manager, it saved me from myself.

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