Thank Goodness It's Monday #432

“AT ONCE” WAYS TO

GRAB ATTENTION

“Attention, attention must be paid …” For the literary minded, these words appear notably in Arthur Miller’s most famous play, “Death of a Salesman”.  


Mildred Dunnock, Lee J. Cobb, Arthur Kennedy, and Cameron Mitchell

in a scene from Death of a Salesman.

Date: 1949. 

Source: Billy Rose Theatre Collection photograph file / Productions / Death of a Salesman, by Arthur Miller. 

Location: The New York Public Library for the Performing Arts / Billy Rose Theatre Division

Linda, the wife of protagonist Willy Loman, speaks them regarding Willy, the salesman of the title. They are understood as the thesis of the play, a cry to human dignity … that no one is disposable… all deserve respect and attention … no man should die without feeling he mattered.

But enough of the Lit 101 lecture. 

Here’s the TGIM connection for today:

Advertising experts have long cautioned that copywriters have only about five seconds – no more – to grab a reader’s attention. That was an established fact even before the advent of digital connectedness and the even fiercer ramp up in the clamor for your/our consideration and interest. 

So that 5-second limit sets up this –

TGIM CHALLENGE: Even though you may not be writing the next great advertisement (or Pulitzer-Prize winning, Drama Critics Circle Award and the Tony Award for Best Play play like “Salesman”), you do want to make sure that your audience is interested enough to continue past the first few sentences in your letter, e-mail, blog post, whatever – till you’ve made your point and elicited the reaction you want.

How do you engage the reader from the start?

How do you capture attention and interest? 

TGIM ACTION IDEAS: Try a variation of the following the next time you’re searching for an attention-commanding beginning:

►Begin with “You” or “Your” – the reader’s perspective. 

            “Your letter of October 23 was a surprise to all of us, Mr. Obercracker …”

            “You certainly made some instant friends during your visit to Mr. Simon …”

            “Your request could not have come at better time, Ms. Appleblossom.” 

►Ask your reader a question. 

            “When may we expect shipment of the order we placed on October 1?”

            “Which automatic maintenance schedule do you prefer for your new heating system?”

            “How was it possible our confirmed order was overlooked?”

►Offer your reader a gift or deal.

            “The enclosed tickets to the Holiday Fashion Extravaganza are sent to you with our compliments.”

            “A special Preferred-Client Discount of 25% is being offered this month only to valued repeat customers like you.”

            “Send no money today. Simply OK your continuing order and be guaranteed today’s lowest price for two more years.”  

►Use a name familiar to both of you.

            “Your brother, Jack, suggested you might benefit from our unique service.”

            “J. D. Shaw, manager of the Cameo Theater in Toronto, recommended I write to you about …”

            “Carmen Ramirez said to mention her name as a mutual friend when I contacted you about …” 

►Make a courteous request.

            “Please allow me to trouble you for a minute, Mr. Powers.”

            “I hope you will grant me a tremendous favor …”

            “I’m afraid I must impose once again on your goodwill and generosity …”

Note: It’s sometimes best to NOT frame these requests as a direct question, if even a polite one – “May I trouble you for a minute, Mr. Walsh?” – since that offers the reader a chance to mentally say, “No!”

►Make use of a novelty or surprise opening.

            “I hope I never have to write a letter like this again.”

            “Do you know what your employees do when you’re on vacation, Mr. Jonas? Do you WANT to know?”

            “You don’t owe us any money, Ms. Thornwood – but we certainly wish you did!”

►Refer to an important event in the reader’s personal or professional life.

            “Congratulations, Ms. Mayer, on being awarded Real Estate Professional of the Year.”

            “”We’re very sorry to hear about the flood damage to your branch office, Mr. Atwater .”

            “Being a first time father, Mr. Schneider, can only turn your thoughts to the importance of the future.” 

►Agree with the reader’s preceding statement.

            “You are quite right, Mr. O’Neill. Conduct like that should not be tolerated at the Regency Hotel.”

            “Your calculation was correct Ms. LaVeglia, and there was an error in your latest invoice.”

            “I agree with you that the upcoming convention will make or break many businesses like ours, Mr. Franciscone.”

►Begin with an appropriate quotation.

            “Attention, attention must be paid ...”

But, of course, that’s where we started. 

And if you read this far --

 

Clearly you did pay attention. So thanks.

Of course, not every one of the openings suggested above is appropriate for every type of communication. But these should help you get started as well as suggest other beginnings of your own.

Hope these can work for you. Feel free to share with others and share yours with us as well.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com  

P.S.  “I don't say he's a great man. Willie Loman never made a lot of money. His name was never in the paper. He's not the finest character that ever lived. But he's a human being, and a terrible thing is happening to him. So attention must be paid. He's not to be allowed to fall in his grave like an old dog. Attention, attention must finally be paid to such a person.” Linda, regarding Willy.

Death of a Salesman. Act I.

You can hear an entire 1965 audio recording which features the original, 1949 creator of Willy on Broadway, Lee J. Cobb as Willy, HERE. Mildred Dunnock, also from the 1949 production, delivers the critical part of Linda’s speech at 50:10.

Thank Goodness It's Monday #431

NEVER READ A NEWSPAPER

AT YOUR DESK

True or False? Today’s TGIM headline – “Never read a newspaper at your desk” -- is fundamental, universally correct business advice.

Most would say it’s True. In fact, it’s advice that was given to me when I accepted my first “desk” job as a newly minted copywriter for a major publisher.

 

Their counsel was: It’s a dead giveaway that you’ve got nothing to do. And if upper management catches you at it, they might suggest specific pages of the paper for follow-up reading, namely the “Help Wanted” ads.

Long ago
... but not this long ago
(Newspaper editor A. B. Adair
of the Chicago Daily News
reading at his desk, circa 1915.)

Of course this was long, long ago. (OK, the 1970s … early 1970s.) And it was well meaning input from business folks I respected outside the organization I was about to join. 

But, perhaps surprisingly –

It was incorrect. 

Yup. For me the observation was False.

Oddly enough, the claim to fame of the business-oriented subscription newsletter division of the world-class publishing enterprise I was about to become part of was finding savvy, cutting edge what-to-do and how-to-do-it strategies in the face of quixotically changing regulation and business developments.

So ink-on-paper newspapers – like the New York Times and Wall Street Journal and several other important dailies from around the country – were routed among the writing staff to be perused on company time -- along with academic law reviews, official governmental releases, technical journals, congressional updates, etc., etc.

The expectation was that this mountain of words would be, at least, skimmed by all and analyzed by several and important information and ideas would be highlighted, annotated, and discussed and shared and that, thus informed, the division’s thinking and writing would benefit accordingly.

 And it worked quite well.

TGIM TAKEAWAY: Business principles -- even at-the-core logical, fundamental business principles like "never read a newspaper at you desk on company time" -- are not necessarily carved in stone. Or if they are “carved in stone” perhaps they don’t apply to all situations for all time.

Does that mean axiomatic workplace wisdom has no place in informing our business thinking and behavior?

Not by a long shot.

Having begun my career confronted by an adage that proved flawed, I’ve tried to stay alert for succinct guidelines that bear up under more intense business scrutiny. 

Here’s a small selection from that collection. See if you think these 20 have a place in your world.

#1: Be honest. Never give excuses. Do what you must. Learn what else you must if you must. Get help where you must before you flame out. Don’t use “stressed” and “burned out” as cop outs.

#2: Admit when you don’t understand something. Don’t try to be an expert when you’re not. No one is expected to know everything. Likewise --

#3: Ask for directions as soon as you sense you’re off course. It saves time, work and frustration.

#4: Know how to listen; when to talk. Expect to listen first and more. Open communication based on this model will reduce gossip and improve productivity. 

#5: Everyone makes mistakes. It’s what’s done afterwards that counts most. 

#6: The business world is full of different personalities. You will eventually have to work with just about all of them. You don’t have to like them all nor they you. (Just hope this two-way flow doesn’t involve your immediate boss.)

#7: Expect change. Be adaptable to it and try new things. Flow with changing priorities. (But, if it ain’t broke, don’t fix it just for the sake of change.)

#8: Focus on problem areas. Don’t spend a lot of time on what’s working well.

#9: Associate with successful people. Surround yourself with people with winning attitudes and you all improve your chances for success.

#10: Lead by example. Always hire people who are smarter than you are and can do things better than you can. It shows how smart you are. 

#11: Show appreciation for a job well done. Everyone likes recognition, particularly from those of higher rank.

#12: Morale and productivity go hand in hand. When one is low, so is the other. Make it your goal to raise both. 

#13: Be tough but fair. Make hard decisions when you have to. Others are watching and judging.

#14: Be a leader, seldom a manager. Leaders make things happen through vision, energy, communicating, motivating and taking chances. Managers supervise the status quo.

#15: Know the reasons for what you do. Be sure you believe they’re “good” – especially if you find it’s necessary to break the rules.

#16: Do your homework. You need to ask the right questions to get the right answers. Know how the business runs. Study successful organizations to see what they’re doing right.

#17: Delegating empowers others, but first you must set parameters and train those who received the honor of delegated responsibility. And be ever mindful that: You can delegate the authority to get the work done, but not the ultimate responsibility.

#18: Practice life management. There’s life before and after work. “Success” may not be where and what you expect. Balance family life with business responsibilities.

 

#19: Be humble with your success. A measure of humility will work more in your favor than exhibiting an air of expecting a higher level of respect. 

#20: Be a good mentor and share what you have learned – good and bad – with those close to you so they can help you advance beyond your immediate position.

Now it’s time for me to go read my morning paper so, in closing, let me add (or reiterate), as I hope I indicated at the start –

TGIM BONUS PRINCIPLE #21: Not all management philosophies and practices are good for every company or every individual, every time.

Hope these can work for you. Feel free to share with others and share yours with us as well.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  Why read a newspaper? Edwin Knoll (1931-1994), for several decades editor of The Progressive, a monthly magazine with a liberal perspective, shared one compelling insight via what’s been tagged, “Knoll’s Law of Media Accuracy” – “Everything in a newspaper is absolutely true except for that rare story of which you happen to have firsthand knowledge.”

Thank Goodness It's Monday #430

GET THE JOB DONE

THROUGH OTHERS

Part Two

 

“So much of what we call management consists of making it difficult for people to work.” Management mastermind Peter Drucker rightly pointed that out.
 

But I bet we can each recall at least several glaring examples of bosses who often hurt progress as much as they helped others accomplish agreed-to mutual goals.
 



Steve Carell
who portrayed the well-meaning
but Peter-Principle-impaired boss
Michael Scott in the American version
of the long-running TV series
"The Office"

And now, having risen in the ranks –

 

We don’t want to be that boss, do we?

 

Damn right we don’t. So here, as promised last week, are the “back” half-dozen of 12 proven-in-action steps that enable good bosses to get the job done through others.

#7: Keep them involved, but free of your management burden.  The more people know about how the company is doing, the more they feel part of the company and loyal to it. But they don’t need to know everything you know all the time.

TGIM IDEA IN ACTION: The superior employee should also be an insulator.  When your boss is on the rampage and turning up the heat, the people you lead shouldn’t necessarily know it and suffer.  Presumably, since you’ve risen in the ranks, you’re being compensated at a level they are not. So understand this and act accordingly: What you’re getting extra pay for is to constructively dissipate that heat and to use it to achieve the company’s goals.

 

 #8: Honesty is the best policy.  Sincerity is a close runner up.  Some of your management responsibilities may preclude being entirely open with the people you supervise.  So when you can’t honestly share information with them, sincerely tell them just that.

TGIM IDEA IN ACTION: Never lie. Inevitably you’ll be found out your credibility will vanish like the dew in the morning sun. To gain the confidence of your staff, sincerely tell them that you can’t tell them … that as soon as you’re able you will tell them … then ask them to keep giving their all. Odds are they will, especially when you establish a reputation for keeping your part of the bargain.

 

#9: Put yourself in their place. You know what you want. You know what you mean to say. But the people you supervise will most likely hear what they expect.  And that’s seldom the same as the message you want to deliver.

 

TGIM IDEA IN ACTION:  Anticipate misunderstanding. Try to think as your people do and address concerns before they arise. But be ready to take action when you’re not clearly understood. Listen to what they say is bothering them. Empathize. Smooth ruffled feathers. This will calm most troubled waters.

 

#10: Be a benign dictator. It may come as a surprise to many employees but most businesses do not – and could not – run democratically.  Yes, everyone may be entitled to their opinion.  But the boss’ opinion, and the opinion of the boss’ boss and on up to line are what prevail.

TGIM IDEA IN ACTION #1: Strive to reach an accord whenever possible. But if it comes down to “their way” and what you’re absolutely convinced is “the right and only right way”, use your rank and tell them exactly what it will be and how you will be solely responsible for any negative outcome.

TGIM IDEA IN ACTION #2: If things come to a loggerhead, and you can’t break the jam, tell people to do it your way first and then also their way. Explain that this plan, while creating double work, will allow you to pass the results to higher management to judge the correctness of each action.

Payoff: Don’t be surprised if 99% of the time “their way” never gets tried. The rightness of your experienced view will likely reveal itself to the reluctant subordinate.

#11: Make profits and make time. The number one goal of every organization -- and even “not for profits” -- is to operate profitably.  That’s your managerial/leadership responsibility to the company.  Your responsibility to the people you oversee is to make time for everything they need from you to contribute to the profitability goal.

TGIM IDEA IN ACTION:  Whenever a subordinate wants to impinge on your time, strive to be accommodating.  Beyond emergencies, if you’re deeply involved in your own tasks or administrative procedures, you may ask for a delay.  But try to say when you’ll be available.  Make it sooner rather than later.  Then make it so.

#12: Big fleas have little fleas. The favorite piece of doggerel one manager shares with his people at appropriate moments goes like this: 

Big fleas have little fleas,

sit on their backs and bite ‘em.

Little fleas have smaller fleas,

and so on, ad infinitum.

What does this mean for you as a manager and the people who look to you for guidance?

 

Simply this: The better the job is done, the happier everyone up and down the line will be. So resist the urge to go easy on anyone who reports to you. If you must “get on their backs and bite ‘em” to get the job done right, do it. The consequences are being bitten yourself.

Caring is sharing. Hope you cared for these people-empowering nuggets and can use them effectively in the eventful days ahead.

Wrap-up Reminder: If you gained some new insight or found some “reminder” value in any or all of the 12-in-total people-handling guidelines, pass ‘em along to the people you rely on to get more and better work from others.

Sharing is caring. And the more people who can do things well, the more easily and better things will be done.

 

Gettin’ ‘er done every Monday.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com

P.S.  “The genius of a good leader is to leave behind him a situation which common sense, without the grace of genius, can deal with successfully.” Writer, reporter, and political commentator Walter Lippmann (1889-1974) made that observation.

Thank Goodnes It's Monday #429

GET THE JOB DONE

THROUGH OTHERS

Part One

The Peter Principle – remember that bit of managerial insight put forward and popularized by Laurence J. Peter (the namesake of the principle) and Raymond Hull?

 

The Peter Principle also maintains that
"work is accomplished by those employees
who have not yet reached
their level of incompetence."

The capsule version: The principle holds that in a hierarchy, members are promoted as long as they work competently. And eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain. 

Maybe you’ve had a Peter Principle boss. Although humorous, the book contains many real-world examples and thought-provoking explanations of human behavior.

• The ace salesperson who’s made manager, but is not cut out for life behind the desk.
• Or the creative genius who produced brilliant designs, then flopped when she was promoted to marketing manager.

How about you? Have you, along your career track, been asked to assume responsibilities beyond your immediate competencies? Do you suspect that, just perhaps, over time you’ve been given such increasing responsibility and authority that you can no longer work competently?

Fear not! Odds are, you’re more than capable. Don’t be afraid you risk becoming yet another Peter Principle statistic.

►Good news: The missing ingredient that causes most Peter Principle “failures” is lack of people-handling skills.

►Better news: You don’t need years of study or intensive training in an MBA program to put sound people-empowering skills into action.

TGIM ACTION IDEA: This Monday and next TGIM is sharing a dozen easy, proven-in-action steps to enable you to get the job done through others.  

Here are the first six:

#1: When you delegate, delegate. Every person has a style. And no two styles are quite the same. So, although you may have had great success doing things your way when you were in their position, don’t insist that the people you oversee do every part of the job exactly the way you would do it. 

The goal is to get the job done correctly in an allotted amount of time. Style is secondary. 

TGIM IDEA IN ACTION: Show people how you think they might improve the way to tackle a task. But in doing so, strive to improve what they already do, to make it better. Don’t force your way on them or un-delegate a task because you feel your way is the way.

#2: R-E-S-P-E-C-T, find out what it means to me. Maybe you’ve had a boss who made you shake in your shoes with fear that you wouldn’t or didn’t do a job to his 100% satisfaction. 

Well, don’t confuse fear with respect. There are many ways to get people to fear you, but just one way to get their respect: The old fashioned way – earn it.  And working from this position of strength, you can accomplish much more.

 

TGIM IDEA IN ACTION: Earn respect by showing you can do what you’re asking others to do. Then you’ll find people willing to do as you ask not only because you’re their boss, but because they respect your ability.

#3: Let go of the best parts. This is especially true if you’re a “working” supervisor, out there on the firing line, also doing the chores that the people you supervise are doing.

TGIM IDEA IN ACTION:  Your elevation to an oversight position says you’ve already made your mark. Now let other people make theirs. Don’t keep the choice assignments for yourself. Strive to equitably distribute the good and the bad, difficult and easy. Let others share in the challenge and the glory.

#4: Provide growing room.  Can you remember how annoying it was to have a boss who was always peering over your shoulder? You don’t want to be like that yourself. Yet, on the other hand, if you have managerial responsibility, you must manage. 

The solution lies in an old management adage: “People do what you inspect, not what you expected.”

TGIM IDEA IN ACTION: Keep the work coming to you for review. Either look at all of it all of the time or investigate a random sample at regular intervals. This way you can keep tabs on your responsibilities without annoying the dickens out of your charges.

#5: Little stick, BIG carrot.  Mistakes happen. When they do, point them out, share how they may be avoided, then get on with business. The first or second time someone makes a not-fatal error, try not to assign direct blame. People work better if they don’t feel apprehensive about the task at hand.

TGIM IDEA IN ACTION: Never blast anyone for an error in front of colleagues. If things get to that degree of incorrectness, deal with them in private. On the other hand, praise for a job done well is best given in public. Just be sure you’re not playing favorites. Try to praise the work of everyone over the course of time.

#6: Give credit to many. Accept blame for many. This is akin to big carrot, little stick. When things are going well, make sure everyone gets the kudos. When things are amiss, shoulder more of the blame yourself.

TGIM IDEA IN ACTION:  For the good things talk to people using phrases such as “your department”. Or send a memo up the line (and share a copy for all to see) praising the efforts of “everyone in the group”. For the foul-ups remark how “my monthly report wasn’t well-received” or “I guess I didn’t realize how big a backlog the department was facing”.  Then enlist everyone in remedying the wrong.

That’s six down. Hope these half-dozen People-Empowerers prove sufficiently useful in the days ahead to get you tuning in for Round Two.

Six to go. As Laurence J. Peter would remind us, “Work is achieved by those employees who have not yet reached their level of incompetence.”

Not (necessarily) For Your Eyes Only: If you’re already boss enough to have easy command of these Peter-Principle Overpowerers, remember back to the days when you were gaining mastery. Look back down the ranks at those who will follow in your competent footsteps. Ease their way and speed their progress by sharing. 

TGIM CHALLENGE: Management mastermind Peter Drucker rightly pointed out, “So much of what we call management consists in making it difficult for people to work.” 

Don’t let others settle into incompetence. It’s a principled, “Everyone Wins” proposition.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  “I like people who can do things.” The very competent  and principled motivator of people Ralph Waldo Emerson (1803-1882) made that undated entry in his journal for 1846.