Interpersonal Business

Vol. LXXXIII

Dear Manager,

These are challenging times for American business. Everyone from the independent retailer to the largest corporation is feeling the pressure to change. Similar to childbirth, perhaps we’ve survived change by choosing to forget how painful it is! However, we must absolutely remember that change is simply a cycle of “routine business.” More importantly, change is a cycle of OPPORTUNITY for all American businesses: the opportunity to rise once again to the occasion.

I believe that if we approach these cycles of change from an objective perspective, most of us would (grudgingly?) admit that they’re often “even good for us.” If we’re willing to admit that, why, then, do we automatically greet each cycle of change with, “Geez, how many more times do I/we have to go through this?” You know what, we have to do this as many times, and just as often, as the competitive markets demand it of us.

Routine as we know it no longer has a place in business. In today’s climate, evolution and change have, in fact, become the new routines. Failure to support positive and productive change works contrary to the fundamentals of an entrepreneurial spirit, and the very foundation of American business. Though many will ultimately embrace change, we must equally accept that a positive approach to change will not be accepted by all.

Those fighting tooth and nail for the status quo often do so for no other reason than to stay within their comfort zone. This is certainly a very strong human characteristic, and I’m not suggesting that change comes easily for the rest of us. Our pragmatic self, finally, has come to understand and accept it. Don’t misunderstand, we’re not talking about change for “change’s sake;” we’re addressing the opportunity change brings “for our own sake.”

In order to maximize the opportunity for positive and productive results, change must be approached objectively. Failure to do so insures all potential will be lost. There will always be those (often with outspoken, commanding voices) who choose to “check out” even before the process has begun. These individuals are likely looking for reinforcements and safety in numbers. Certainly this is not a very creative option.

CHANGE; DO YOU REALLY MEAN IT?

Others will voice their overwhelming support for change, but only on their personal (and potentially self-serving) terms. I’m convinced that change takes on a personal perspective for many. I’ve seen individuals flaunt their commitment for change only to make a half-hearted effort toward its ideals. I think we all know what a half-hearted effort consistently produces: half-hearted results. While they may expound upon the virtues of formidable change, a closer look reveals window dressing.

Change orchestrated by amateurs with limited inspiration carries a significantly greater risk than having made no change at all. Yes, there is risk in “staying the course,” and there is risk with “creating change.” The key is in your own ability to quantify the greatest potential for the greatest risk at hand. Begin by objectively re-evaluating your current and long-term goals and the options now available. In the very least, all parties deserve an open and unbiased forum.

All parties owe it to the body as a whole to review in equal parts both the vision and the players in preparation for their own evaluation for change.

SHOW ME YOUR VISION

If you’ve accepted that change can be productive, you must first consider the “vision” to accomplish this task. Is the inspiration behind this change consistent with the current evolution in the marketplace? Does this new objective inspire and renew you? Finally, and perhaps most significantly, is this a concept you can personally endorse and sell as if it were your own? These are the key elements of sound and productive change.

SHOW ME YOUR PLAYERS

The capacity for ones vision is no stronger than its ability for successful execution, period. Ask yourself if your success is consistent with the needs and the eventual success of those implementing the change in strategy. If the objectives are consistent, implementing the vision holds the checks and balances to motivate all parties’ participation and performance.

If this is the case, you must also ask yourself if the “players” deserve the benefit of the doubt, even if you don’t fully understand all the details of the plan. Remember, only an acceptable initial vision (executed effectively) is necessary to proceed; clearly a strong vision executed by the best possible players is your ultimate objective.

Now comes the fun part. This is where you get to “join in.” When all hands are on deck, the true potential for change can be realized. What improvements can be made in the strategy to enhance its successful conclusion? How might you personally participate in the execution to guarantee its success? What elements of second-generation initiatives will build upon the newly created foundation?

Finally, and most importantly, you must decide if you’re going to be an enthusiastic participant of the solution, or find an effective alternative, establishing your new role. You know, you just might find that some of the reluctant individuals have secretly become intrigued by the potential for collective success. Now’s the time to come together and create a collective voice!

Yes, change is taxing. With the proper vision, the right players, and a collective voice, change can become your “new best friend.” Difficult times strengthen, teach, and restore us. Change challenges our depth of resolve, our bonds, and can produce the most satisfying of personal rewards.

It seems to me that these are exactly the same motivations that convinced us all to go into business in the first place.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2011. 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. LXXXII

Dear Manager,

While sales agencies are certainly a group of independent thinkers, innovators, and professionals, the vast majority of how their individual businesses are orchestrated reflects amazing consistencies. What separates them, what brings each definition, is their ability to define their roles.

When I owned my sales agency, my difficult challenges always seemed to be “different,” or perhaps greater, than those of others. I’d often look enviously at my peers who, I concluded, weren’t dealing with the same intense issues as I was. I was totally wrong! I was convinced that either my approach was all wrong, that it was because I was a male manager and couldn’t relate to my all female staff, or that I occasionally couldn’t translate my objectives to my team. What I now know is that most of what we do is simply “part of the job” and “the role of the company.” Note how I differentiate the role of the manager and the role of the company. They aren’t all-inclusive, or in any fashion one and the same!

There can be a tendency for managers to confuse their role. The company as an entity has a role all unto itself; it’s stable and, much of the time, predictable. The manager’s role is fluid – ever changing – ever in transition to meet “the company’s” current needs. Consider the contrast of managing one’s self as compared to managing an organization of a dozen or dozens. Our role is in constant transition. The priority, values, and fundamentals of the company are without change.

What differentiates companies and sales agencies nationally is their ability to effectively administrate and implement the nuances of the organization’s role and its current needs. It’s all about focusing ones limited time and resources on the areas of greatest impact. It’s creating an effective culture, climate, and chemistry for your organization to rise above your competition.

If, in fact, this significant percentage of our company’s functions can be considered “rote,” shouldn’t our mission be totally focused on those areas that bring differentiation to our companies? Can’t we hire a qualified individual to manage the day-to-day, freeing us up to find fulfillment, impact, and distinction in our company? “The company’s role” can bring distraction and camouflage the priorities at hand, and over time become utterly mundane for the average professional. The excitement for most veteran managers is in the hunt, the sizzle, and the execution. Isn’t it time to bring “our highest and best use” to the organization day in, day out?

YOUR FORMER SELF

At a time when productivity and efficiencies have grown significantly, have we proceeded to squander this additional capacity by expanding our participation in minutiae? If we have, and while there would be satisfaction in blaming this on some inanimate object, place, or thing – or the company’s role – we can only blame this one on our “take charge” decision process and ourselves. It’s clearly our decision as managers to manage our time, priorities, and areas of expertise.

Some might argue, “I own a small organization and can’t afford a general manager or qualified assistant.” How can you afford NOT to? This is tantamount to suggestion that you can’t afford to hire a salesperson, a receptionist, or a computer operator. Each person with the ability to carry his or her own weight will bring the organization a corresponding return on investment. How much more revenue could you generate for your organization if you could detach yourself from many of the day-to-day oppressions?

There are those who protest, “But this is what I’ve always done within my organization, and I’ve trained everyone around me to stand clear of my duties.” Well, THIS certainly justifies a continued personal commitment to these tasks!!!! Extrication from former duties and responsibilities can be a difficult process for both you and your team. The alternative, however, has the potential to compromise the future potential of the whole. Could it be possible that some managers are personally threatened by giving up current tasks for those requiring them to grow and expand their proficiencies into new areas of expertise?

From a personal perspective, I’m the first to admit that I’m guilty of some of the above (now you can understand how I can write about it with such passion!). I see much of my former self in many of you. In some ways it may be too late for me, but it certainly isn’t for you.

Can you begin to feel the self-imposed pressures of “doing and being it all” begin to fall off your shoulders? I hope so! No one told you all this responsibility was yours; you’ve always simply been the one to pick up the slack. Well, it’s time to give back the slack.

YOUR NEW SELF

Dedicate time in each of your days to recreate your own personal business plan, priorities, areas that bring you the most pleasure, and your “new management role.” I think you’ll find, as I did, that those areas of our business that bring us the most pleasure are often closely related to our areas of greatest expertise.

What would you consider to be the most mundane, repetitive, and least productive aspects of “the company’s” role? Do you have capable staff members to assume many of these duties? If not, consider adding or replacing members of your current staff. Once you’ve defined your new and more productive (and fulfilling) role within your company, it should be formalized.

MAKE THE NEW YOU “OFFICIAL”

Conduct a meeting with your staff and be candid regarding how your role has evolved, even blaming no one but yourself, and explain that it WILL change. Times have changed, priorities must be adjusted, and they must change how they perceive your “former and current self.” This is also a suitable time to carve out additional personal time for yourself, creating the balances that we all know are in your and your company’s best interests.

Failure to formalize your plan with your staff creates confusion and the tendency for everyone to fall back into the old patterns of their former roles. I would also encourage establishing “gate keepers” to assist you in your transition. Receptionists and assistants should now take a much more active role in deflecting or in assuming new responsibilities. You may wish to consider a formal announcement of your new role, and those of your key staff members, to individuals with whom you will now be working less than in the past. This should include basic job descriptions, a list of their new contact personnel, and a positive analysis of its conclusion.

It’s natural that managers see their role fall out of balance in meeting their personal and organizational needs – how could it not, with the ever-changing needs of your organization? The final, and most important aspect of this transformation, will be in your own dedication to not only talk the talk, but to walk the walk. You’ll need to be vigilant in reinforcing your new role, at times turning a deaf ear to your former day-to-day administrative issues.

A few months into this transition, you’ll have recreated the model for your organization, meeting the timely needs of you and your company. I’ve seen this process work in many organizations. Its success is consistent with quality assistants and your own personal resolve to execute its global objectives. No one should want this more than you!

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2011. 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. LXXXI

Dear Manager,

I also find myself contemplating the “takers of the world” who never seem to have anything of value to offer their profession. I believe we’ve all found this dichotomy to be perplexing. We can’t penalize those in need because there are those who are there to take advantage.

We’ve all been assisted on our path to success. If we retain a clear memory of this fact we, in turn, have a moral obligation to assist others along their path. Time must be found, regardless of our schedule, just as it was made available unselfishly to us. While this topic could capture a full issue of INTERPERSONAL, I’d like to give it a slight twist.

Where does freely providing advice to others end, and the act of consulting, sharing one’s own intellectual property, begin? I believe this is a quandary for most all professionals. This has little to do with the recent college graduate, or the friend who needs some advice over lunch. This has nothing to do with volunteering to assist companies in need, such as the Service Corp. of Retired Executives program. This has everything to do with receiving a call from parties whose objective is to gain personal or financial advantage from your expertise. That’s the rub, that’s where I feel ones good nature can be taken advantage of.

We certainly have a lot invested in our own education over these many years. The hard knocks cost us dearly both emotionally and, just as often, financially. I’ve always made a personal commitment to, in the very least, show acknowledgement and provide reciprocal assistance to those who have assisted me in any way. I hope that they understand I am a “reciprocator” in the hope we can assist one another again. While this would be true for many professionals, we also know it is not true for all. No one wants to keep score.

What is a new idea, let alone your expertise, worth? While some would say there are no fresh ideas, I believe in this time of ongoing technological transition, there are more new ideas than there have ever been in the past. These ideas weren’t thought of for the simple reason that they had no current or relevant application. Quite simply, now they do. My door is always open to a better way of doing things. In fact, there are times when I am obsessed by it. I find this time to be very exhilarating, with enormous potential for personal and organizational growth. I read about and analyze business practices at an ever-increasing pace.

This information can be found in many forms, and often the most cost effective approach is in the expertise of others … possibly yours. We can pool our network of reciprocal associates for the answers to many questions. Yet I have found it difficult to garner the depth of insight or detail to solve the broader equations. Often, we need a bit more. Certainly others will continue to ask for your expertise. How can you share in the benefit of providing your knowledge and ideas on a professional basis? We’ve just returned to the quandary that brought us to this discussion.

FINDING A MODEL THAT WILL WORK

It begins by first acknowledging that you have a significant amount of knowledge, experience, and expertise to offer. How can you possibly ask others to respect your time and expertise if you haven’t established a sense of value for it? What is an hour, a day, or week of your time worth? The price of time should be consistent with the lost potential of having invested equal time in another endeavor.

I’ve often written that at this stage in my career it’s very important to me that my services create clear and apparent value to all parties. There are consultative opportunities with individuals or companies that either don’t fit my expertise or whose values are inconsistent with my own. On more than one occasion I’ve taken myself out of a contract due to incompatibility issues. If I can’t see substance and consistent progress in my participation, I can’t become a part of the problem. In contrast, I’ve enjoyed some extraordinary and productive working relationships for extended periods of time. The role of a consultant can be very pure, but all parties must understand two things: First, it’s the consultant’s fundamental responsibility to be candid with observations and analysis, and to clearly express them. Second, the final decision is always the client’s.

I’ve researched a number of compensation options for my own use. Now that my only source of income is consultative-based, I needed a formula that would create value for both my clients and me, personally. Why shouldn’t you create a similar formula for your own time as well? My research suggested there were three formulas that would seem most beneficial to all parties. Failure to address your established compensation rates early on suggests you have no more respect for your time than they do.

1) Hourly/Daily: I’ve used this for limited projects and for specific areas of a client’s focus. In most cases, it’s comprised of a single meeting. Only you can establish a fair rate, but this is by far the highest rate I charge. I also believe it’s been the greatest value for my clients. In a very few hours, the majority of the obstacles in a focused area can be knocked down, creating priority, analysis and direction for a client. Whether it takes a few hours, or a couple of days, a client can literally save thousands of dollars versus the alternative of trial and error.

Challenges and Benefits: Assisting on an hourly or daily basis encapsulates the consultant’s experience leaving less time to provide the breadth of information the client needs to apply the conclusion. Time restraints may ultimately position the consultant as either a cheerleader or a wet blanket. Much can be shared in a limited period of time, yet will the information be assimilated and the proposed strategy effectively implemented? In the end, I believe it’s a small price for the client to pay as compared to proceeding into uncharted waters alone.

2) A Retainer: This approach to consulting provides a much greater long-term reward to the client. Fees are based on the number of days per month they choose to use consulting services, and usually include a one-year contract. The monthly rate is negotiated, but normally falls to approximately 70% of the equivalent daily rate. A retainer provides the opportunity to develop an ongoing relationship and partnership in meeting your collective objectives. It also provides ongoing checks and balances with regards to progress being made. I’ve found this to be a primary focus in working with my clients. We collectively establish a time line and list of goals and priorities for a ninety-day period. Once duties are delegated to either the client or me, I formalize the agenda in writing and return a copy to the client. Periodic reviews are made to establish progress and momentum.

Challenges and Benefits: In the consultant’s absence, there are no guarantees that the client won’t fall back into old established patterns and thought processes. In other words, you can’t want it more than they do! The good news is that, in this scenario, the consultant is available (as defined in the contract) to assist in the effective implementation of the established initiatives.

3) Shared Risk / Shared Reward: In the right circumstances, this is by far my preferred consulting relationship. To proceed in this model, it’s critical that the consultant is confident in the collective objective, and in the client’s ability to implement it effectively. Failure on a client’s part to follow through with the specifics of one’s initiative, and you’ll be left whistling in the wind. This approach is most effectively used in the implementation of innovative ideas, products, or expansion strategies. By nature, this type of relationship obviously demands greater partnership. I’ve used this approach in conjunction with a retainer as well. Effectively, the consultant is compensated on a percentage of the agreed-to sales growth, product performance, or revenue recovered.

Challenges and Benefits: Let’s put our shared risks and rewards side by side; we both win or we both lose. You have my full commitment: in turn, I’ll need yours. It doesn’t get any better than that. I have found these to be the most rewarding consulting relationships.

I hope this month’s issue gives you some alternatives, both in professionally assisting others and in dealing with those who are looking for a free ride. In the process, I hope it provides you with the time to do a little reciprocating!

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2011. 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. LXXX

Dear Manager,

All is right at this moment; the pieces of the puzzle seem to come together in dazzling Technicolor, forming a concept in its purest form. But wait! Do not pass “Go!” Do not collect $200.00! While a concept may have presented itself, there’s more work ahead to transform a concept into a successful initiative. (There should be major reluctance on management’s part to create “flavor of the month” initiatives. This only produces limited results, and much less sense of priority in challenging the broader issues at hand.)

Now that the fundamentals of your initiative have presented themselves, it’s time to bring form to function. More often than not, management assumes the role of “interpreter” in presenting its objectives. Your staff most likely has limited perspective and understanding of your frame of reference. You must consistently remind yourself of this to effectively translate your message and achieve success. With a broad initiative, management has the opportunity to create a singular voice.

Each organization develops its own unique personality. I certainly know mine did. This personality takes on a life and reality all of its own. Since no two companies are quite the same, this suggests that no single formula can possibly work out of the envelope. While objectives may be similar, implementation needs to be tailored to the culture of the organization.

How do you insure that your team will embrace and proactively implement management’s perspective for this “need for change?” Effective translation is part and parcel to presenting your objectives with clarity, conviction, and obvious fairness to all parties. Its presentation must speak to their issues in addition to your own. With the devil in the details, your understanding of their priorities and culture should allow you to address any and all issues they may perceive. If you fail to “touch all of the bases” in your initiative, plan on never attaining your initial (let alone) full objectives! Now that we’ve accepted that the details are “the whole enchilada,” how do we proceed?

CLARITY OF TRUTH AND REALITY

Initiatives must be well thought out, have survived preliminary tests and evaluations, and have a clear foundation in truth and vision. All implications must be reviewed and evaluated long before the agenda can be formulated, let alone formalized.

I’d suggest a valuable first step would be to give heightened visibility to the fundamentals, the reality and the essence of your current perspective. No one wants to be blindsided out of left field, wondering, “When did this become so important”?! If the “winds of change” are in the air, begin by turning up the breeze.

Define your priority and responsibility to them as their manager by addressing current and relevant issues. Create a sense of priority and urgency to address these company or industry-wide issues. Open the forum for discussion should they choose to participate in the process. Let them know all options are open for review and must be addressed in the short term. They can choose to participate in the process, or accept the consequences.

BEDEVIL ME NOW, BEDEVIL ME LATER

By now you have developed some early versions of your initiative. Where are the potential hurdles, where will the objections be, if any? Review the fundamentals and the conclusions you have made with a trusted advisor or members of your management team. Ask these advisors to ask the “tough questions,” and to be very candid with any concerns they might have. Now is the time to flush out any and all areas of concern or conflict.

I’ve seen well-founded initiatives fail under their own weight due to a relatively small sticking point that could and should have been addressed much earlier in the process. To avoid a game of “gotcha,” you must exorcise all of the demons prior to the time of your announcement.

Consistently remind yourself that some members of your staff will view your plan from a very self-serving perspective. What will their issues be? What foundations will they use to support their positions? This is your opportunity to address these potential areas of concern on the front side, defusing future hesitations or negativity. I’ve often found that a well-written announcement is the most effective way to accomplish this. Written words present a strong voice and can address all issues without interruption.

As you prepare your announcement, avoid a posture of justification. Justification is based purely on the perspective of the beholder, and only leads to negotiation. This is not a time for negotiation. You are the leader; this is the time to portray this role in a very clear and decisive manner.

I’m not suggesting you shouldn’t listen to concerns; in fact you should be listening very, very well. You certainly want to be the first to know if, by chance, you’ve missed any relevant issues. If this occurs, address them decisively, never wavering from your fundamental mission. If need be, use this “limited flexibility” to reinforce your resolve to the fundamental objectives going forward.

If you can’t personally and passionately sell your plan to your team, cut your losses early, saving yourself and your team a lot of wasted time and energy. Similarly, if you are unwilling or unable to consistently provide the follow through required for success, then don’t bother. Regardless of its potential, the objective will ultimately be defined by your own ability and resolve to insure its success.

THIS IS ONLY A TEST!

Be prepared for members of your team who will test your resolve. “So just how serious is he/she about this revolution we’re being asked to embrace … let’s find out.” This is when your backbone gets a serious stress test! Listening is certainly valuable; wavering insures false starts and ultimate failure. If there is wiggle room in your policies, this suggests you have failed to address all of the details in your preparation.

THE ALTERNATIVE MUST BE EXECUTION

The final and most important step will be found in your strategy for execution. By now all parties have a significant investment in a successful conclusion to your initiative, yet it’s this final dynamic where many initiatives find their demise. Management has many priorities, but none greater than their ability to follow through, consistently sharing their voice in word and deed reflecting their resolve and commitment. The alternative suggests management was never serious in the first place, so why should your team take it more seriously than you?

Secondly, a precedent has been set for future and perhaps more critical policies and initiatives going forward. Should your team consider taking you any more seriously the second time around? We all remember the boy who cried wolf. It’s incumbent upon management, either personally or in tandem with other individuals, to take ownership and act as a single and resounding voice for the company’s agenda.

I recently read Jack Welch’s new book, “Jack, Straight From the Gut.” I enjoyed it greatly and would encourage you to pick it up as well – it’s a great $20 investment. Recently retired, Jack was the C.E.O. of General Electric (a 130 billion dollar company) for over twenty years. While I enjoyed the book in its entirety, I found a paragraph that I believe best captures this month’s topic of discussion:

“Making initiatives successful is all about focus and passionate commitment. The drumbeat must be relentless. Every leadership action must demonstrate total commitment to the initiative.”

Successful initiatives are timely and evolve with the climate and tone of one’s organization. They should dig deep beneath the foundation into the roots of an organization’s current and future potential. You must feel them with every fiber of your being, be able to envision their successful conclusion, and orchestrate them flawlessly.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2011. 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