Thank Goodness It's Monday #434

“THANK YOU FOR YOUR SERVICE”

(AND WHAT THAT MIGHT REALLY MEAN)

“Let us be true to our democratic ideals, not by the utterance of cheap platitudes, not by windy oratory, but by living in such a manner as to show that democracy can be efficient in promoting the public welfare during periods of peace and efficient in securing national freedom in time of war.”

 

Theodore Roosevelt (1858-1919)

26^thPresident

It’s become a bit of commonplace to acknowledge our living military veterans with the phrase, “Thank you for your service.”

 

And I’m OK with the idea of sharing that sentiment … somewhat.

Why the hesitation? My discomfort with the “Thank you for your service” acknowledgement came fully to roost several years ago.

That’s when a new networking acquaintance said it when introduced for the first time to another longer-time networking buddy, who recently returned from an 8-month tour in Afghanistan.

 

And at first I thought –

 

That’s nice. A stranger acknowledging a peer who has chosen a path outside the for-profit world that we were networking about. Without knowing anything about my Army Reserve friend’s trials and tribulations, his dedication was recognized.

But then I thought: Has “Thank you for your service” become –

Lip service? Has it devolved into a quickly uttered phrase as lacking in sincerity and genuineness as, say, the automatic greeting “Pleased to meet you” has become?

Partial conclusion: Maybe not in the networking-at-lunch group instance I’ve cited.

But, unfortunately, maybe so in the world at large.

The lunchtime discussion that followed didn’t do much to put to rest that nagging notion.

So, with the goal of resolving my mixed feelings somewhat (writing focuses your thinking), and giving us subject matter worth considering on a day set aside to pay tribute to the service of our veterans, I’d like to take a whack at it in this TGIM.

 

The lunchtime networking progressed as usual: One-minute intros, a round of updates, referral thank-yous and such. Then our custom is to go around the table again and ask, “Who has a question for Geoff … a question for Joe … a question for Rick …etc.”

 

And since it was clear that our Reservist buddy was the hot new item that day, we began with questions for him.

 

And we stayed with him for the rest of the lunchtime.

 

He answered politely and with candor. His one-man’s-view was enlightening. 

• He compared his most recent experiences to previous tours in both Iraq and Afghanistan.
• He was open about sharing and spoke frankly about heightened expectations and his frontline perception of the military’s ability to deliver on those expectations.
• Given the many stumbling blocks placed in the path of accomplishing the mission as it evolved, he felt he and his comrades were doing an exemplary job.
• And he was clear in his mind about the delineation between the military and civilian/political aspects of bringing affairs to a close.

But here’s the real point. Perhaps the most thought-stimulating thing our serviceman had to say at lunchtime was this:

He was truly irritated at what he felt was the lack of accurate reporting about the facts and activities in far away areas of engagement.

He observed that as he drove to meet us, when he turned to the “all-news-all-the-time” radio stations, the top stories and breaking news concerned – 

• Lindsay Lohan’s missed bail hearing.
• And Snooki from “Jersey Shore.”

What he wanted to know more about: That day was May 20, 2010. On May 19 insurgents launched a 3 a.m. attack on Bagram Air Base in a confrontation that finally subsided at midday. The Bagram attack came a day after a suicide bomber struck a U.S. convoy in Kabul, killing 18.

Our reservist’s thoughts and his concerns were largely focused – as much of ours should have been -- on our country’s involvement and the world view.

Yet Lindsay Lohan grabbed the headlines. 

 

What Were We Thinking?

What ARE We Thinking?

 

Observing Veteran’s Day has devolved into grim-faced political speechifying and posturing topped with a goodly chunk of hoo-hah touting accelerating-into-the-holiday-season sales at the mall.

Then it’s “goodbye and good luck” and on to the next news cycle.

 

Are these the sincere expressions of “Thank you for your service” to the living and dead that at least some part of observing Veteran’s Day should be about?

I think not.

 

So here’s my TGIM vote for making this Veteran’s Day observance --

A bit more meaningful: If we’re going to be quick to thank people for their service, we owe them – and ourselves – the most complete understanding of the situation that we can muster. As with so much in this life, we can’t passively wait to have the facts served to us.

 

The experience of our reservist buddy on his way to our network lunch makes it clear --

The obligation is on us. In the world of attention-grabbing Lindsay and Snooki celebrity and its 2013 equivalent -- some personal effort is required.

 

VETERAN’S DAY 2013 ACTION IDEA #1: Take it on. Do your part. Initiate inquiry into important things. In all things, stretch yourself to find truthful information. Be proactive. Seek wisdom. Discuss. And get understanding. Then act on that understanding.

Then you can honestly move ahead with –

 

VETERAN’S DAY 2013 ACTION IDEA #2: From your place of understanding, mean it when you say “Thank you for your service.”

Thanks for your service, Rick -- and all, past and present, who have earned honors on Veteran’s Day.

 

And thanks to you for making time today for this TGIM. Wisely make the most of the rest of the day.

 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com  

P.S. On page 28 of his “Notebook F No. 1” 1836-1840 the always-insightful Ralph Waldo Emerson (1803-1882) recorded: 

Serve self you serve society.

Serve society serve yourself.

Thank Goodness It's Monday #433

THE DREADED HOLIDAY SEASON

IS OFFICIALLY UPON US

Halloween’s behind us. So now begins the time of the year so many folks dread. 

Yup. We’re talking about the rapidly-building-speed Holiday Season ahead.

Now don’t get me wrong. There is and will be lots to like about the 60+ days remaining of 2013. And the warm, and generous, and celebratory friends and family parts are as high up on my “like” list as most anything.

But there’s one part that looms ominous for anyone who sells for a living (and that’s virtually everyone reading this when you pause to consider the scope of the concept of “selling”).

And it isn’t the holiday traffic or crowds or repetitive elevator-music renditions of tunes you thought you once loved.

TGIM HOLIDAY CHALLENGE: ‘Tis the season for decision makers to put buying decisions on hold.

By far the scariest thing after Halloween frights are the words –

“Call me after the holidays.”

Sorry to be so shockingly blunt. But you know you’re going to be hearing this phrase and others like it often in the days ahead. As a friend, I just wanted to prepare you.

And maybe share a little --

TGIM SALES INSIGHT: “Call me after the holidays” is NOT simply a sales objection you have to overcome. It’s worse.

It’s a stall.

 

And what makes “stalls” worse than objections is that –

When you bump up against a stall you have to bob and weave and slip around it in some way to at least get to the real objection so you then can deliver the sales-winning KO blow to it.

How do you do that effectively in the days ahead and still keep the happy holiday spirit? 

TGIM ACTION IDEAS: Consider the following proven-under-fire tactics and responses an early holiday gift from us to you:

► Laugh it off. Ho, ho, ho. Just making the other person a bit more at ease can go a long way toward slipping past the after-the-holidays stall. So, perhaps, be funny in your response. 

Call them on the stall. “When did you turn into Scrooge, Mr. Prospect? You think that old dodge can come between us?” Or say in words that come easily for you, “So many people have already asked me to call after the first of the year that I’m booked until April. However I do have a just few opportunities available in 2013 and I’ll make one available for you. How about it?”

► Agree. Then disagree. Say: “I know what you mean … lots of people feel that way … the days are zipping by. But what most folks don’t realize is that …” 

Then unload your compelling buy-now facts, perhaps something like, “… with materials costs rising between now and year end, plus the shipping increases that are inevitable in the new year, there’s probably a 20 percent saving for those who buy now. Are you sure you want to lose that savings?”

►Question the prospect into a corner. Then close when they get there. Just play out the classic overcoming-the-stall sales script: 

“What will be different after the holidays? Will anything change over the holidays that will cause you not to buy?” (And, of course, the prospect can’t provide a specific objection because he’s just stalling and so sputters, “Oh, no.”) “Great!” you exclaim. “Let’s get your order underway NOW and, if you’d prefer, we’ll deliver after the holidays but at today’s locked-in low rate.”

►Close on the stall line. Hey, it’s the archetypal opportunity for unleashing the Assumptive Close. You know how it plays out:

 

As if assuming that the deal’s been agreed to you begin completing the order process while asking: “What day after the first of the year did you want to take delivery?”

►Spell out precisely when “after the holidays” is. Get the commitment to do set out doing business “after the holidays” and “close” at least that. Ask: “After Thanksgiving? Or Christmas? Or the first of the year?”

 

Pick a specific date and time. Then make the prospect put that appointment -- even if it’s just for a callback -- on their calendar (ideally 2013, if not in the 2014 imprinted-with-your-info datebook you give them). That makes your follow-up more definite and the steps to break the commitment more substantial from the prospect side.

►Create reasons to NOT delay. If they’re not already in place, there’s still ample time to make them so on your side of the equation and then sell – and close – on them in 2013. Offer Act-Now incentives and alternatives such as: 

Discounted year-end pricing.  Special 2013-only added-value inducements. Advance peeks at scheduled 2014 price increases. Cash-flow-abetting after-year-end billing. 2013 inventory-reducing delivery postponed until after the new year begins. No-cost technical assistance through December. Explore the idea of favorable tax consequences for them in a year-end 2013 purchase.

► Get past the stall with holiday cheer. You know you’re going to be spreading some no matter what.

Hand deliver that pocket appointment book we mentioned above, then execute your date-making move. Drop in with the small holiday plant (or better) for the prospect’s office. Throw a holiday party and offer invited prospects and customers a tonight-only deal. Enter fourth-quarter buyers in the last 2013 free-shipping Sweepstakes Giveaway.

Caution: In the spirit of the season, be a “Wise Man” bearing such gifts: Use your finest judgment; you know best what the limitations here would be. Don’t compromise yourself or your customer/prospect. Adhere to legal limitations and industry-approved practices. 

TGIM REALITY CHECK: Success in overcoming the “Call me after the holidays” stall is directly related to the quality of the relationship between seller and prospect/customer. 

A solid existing relationship allows you more liberty to press for immediate action.

A developing relationship may require that you have to let year-end closing success slide by as you wait for the new calendar year to seal a deal.

So, since we all know the “Call me after …” line of defense is out there, you’re forewarned with 60+ days to go. Hone the ideas reviewed here plus whatever else has worked for you in the past.

And finally, speaking of what’s worked in the past …

►Arm yourself with a testimonial to suit the season. Similar situations resolved in your favor recounted by third parties are more powerful than any pitch you can make to get the reluctant “call me in the new year” prospect buy today.

Ask someone who overcame the seasonal stall mentality and bought from you (and was glad they did) for a quick testimonial. 

If you don’t already have it, get it now. Use it now as needed.  

TGIM Bottom Line: As sure as you’ll be wondering once again why The Barking Dogs rendition of Jingle Bells became a seasonal staple (you can hear it HERE, I dare you), someone will ask you to call “after the holidays” or “in the New Year”. When that happens, don’t get mad – get creative.
 

Woof, woof, woof.

Woof woof, woof.

Bow, wow, bow wow, wow.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com 

P.S.  “After all, the best part of a holiday is perhaps not so much to be resting yourself, as to see all the other fellows busy working.” Kenneth Grahame (1859-1932) said that. Although he’s most famous as the author of the childhood classic The Wind in the Willows, the success of that book came only after his retirement from a nearly 30-years spent rising through the ranks at the Bank of England.

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.