Part 2 of Karl & Bernie’s conversation about how the rules for comedy improvisation can and should be applied to business and life. Have fun!
Posted in behaviour, communications, emotional intelligence, engagement, execution, feedback, focus, listening, motivating, persauding, teamwork
Tagged comedy, improvisation, listening, teamwork, trust
I don’t like to use my blog as a soapbox for complaining. I like to use it as a soapbox instead. But recently I got perturbed by a company’s shoddy website design, which made me feel like they really just didn’t care to have me as a customer.
Please view this as an exercise in how _not_ to treat your customers. The actions applicable to your company are left as an exercise for the reader, but this at least:
Make sure your organization’s feedback mechanisms are actually working. Yours are? Really? Prove it.*
Update: I have a call with Martin, a customer service rep from Indigo, scheduled for this afternoon. They’ve done at least one thing right: monitoring the social media for signs that things aren’t going well. Good catch. I’ll let you know how it goes.
Update #2: Just finished my call with Martin, a pleasant CSR who walked through all my issues with me and documented them for his Vice President. After my initial experience I have to say I’m impressed. They were on top of things right away, and even if the website is a little kludgy, they’ve won me back. I’ll try again. Thank-you.
“Dear Unnamed Traditional Bookstore Trying to Claw Back Market Share From Amazon,
Why are you making it so hard to use your website? There’s no reason for it and it just makes you look stupid, as if you don’t want customers, or both.
1) When hitting the feedback button, and I’m ALREADY SIGNED IN, why do I have to fill in my name and e-mail address again? You already know who I am.
<Yes, I realize I’m shouting. there’s no reason for bad interface design. This is bad design at it’s worst: punishing the user for your lack of forethought. Ever heard of a “use case“? They’ve been around for a while.>
2) My original challenge was to add an existing reward card to my account. In this regard the help is less than helpful. Telling me that I can do it, but not telling me how or providing a simple link to the appropriate form is just malicious. Hunting around the “My Account” pages (which also has dead links, by the way) hasn’t endeared me to your company either. Maybe it’s there, but I can’t find it. MAKE THINGS EASY FOR YOUR CUSTOMERS PLEASE!
3) I received an e-mail from you because of my in-store rewards card. The e-mail led me to a website that encouraged me to create an account, which I did. I now have two reward card numbers? Really? Isn’t that just confusing for your customers and a headache for your staff? Isn’t the cost of administering two numbers for one customer driving up your cost and reducing your responsiveness?
4) When I finally hit the submit button I expect my feedback will actually submit. Instead it gets stuck in limbo and never actually reaches your company servers. That’s time and effort I’m never going to get back.
I came to the website looking for an e-reader, ut if you can’t run a simple retail website why should I trust you with my money? Retail e-commerce is not that easy, but it’s not like you’re inventing the wheel here, is it? It’s been done before.
I was sceptical that I wanted an e-reader to begin with. Some of my clients and peers told me I should really try it out. I like books. I like the feel, the weight, the fact that I can write in the margins and turn down the pages. That I can go back years later and re-read my favourites, lend them to friends, or even pass them down to my children.
You think I’m kidding? My wife has a cabinet with glass doors dedicated to her grandmother’s leather bound books. That grandmother was one of the first women to graduate from McGill University at the turn of the last century with a degree in literature. We don’t have a family room downstairs. We have a library with room for a TV and a sofa.
I’ll stick to my real-life books for now**, and you’ve lost a revenue stream.
In summary:
1) Stop wasting my time (like identifying myself more than once, looking for simple functionality that doesn’t exist, submitting feedback that doesn’t get to you)
2) Stop doing things more than once (like issuing more than one loyalty number to a customer)
3) If you want feedback, please make sure the mechanism for submitting that feedback works so you can identify and fix issues.
Kindest Regards
Bernie May
* This post started with me actually filling in the feedback form on the Indigo / Chapters / Coles “Plum Rewards” website. When I hit the submit button it didn’t actually go anywhere. That’s when my calm became damaged.
** Just in case you think me a Luddite, I begin my professional life as a programmer. Most of my hesitation about getting an e-reader centre around Digital Rights Management, which have real-world impacts.
Posted in customer relations, listening, relationships, selling
Tagged customer service, feedback, internet retail
So my buddy Karl and I finally recorded another podcast on the topic of Improv Lessons for the Corporate World. Give a listen and let us know what you think.
You can also find some previous resources at:
Karl’s guest blog on Give Feedback
Rules of Thumb for Improv in Life and Business: Embrace Failure, Reject Fear
Posted in behaviour, communications, creativity, focus, leadership, listening, teamwork
Tagged improv, improvisation, listening, teamwork, theatre, trust, workplace
Imagine the following unfolding in a boardroom: the CEO is holding his head in his hands, both palms covering his entire face. The person reporting to him is leaning back in his chair, ankle on knee, hands behind his back. The subordinate seems to be totally oblivious to the CEO. Even without hearing the words being spoken, what conclusions can you draw from this scenario?
My perception of the message was: “To hell with all of you. I didn’t meet the commitments I made. I don’t care, and there’s nothing you’re going to do about it.” Without intending to, and totally undermining his own credibility and long-standing relationships.
Was this his intended message? Probably not. He works in a high-stress, highly volatile, deadline driven world. He’s good at what he does. I assume he wants to see the company succeed and grow. So why the subtle but loud message that contradicts this?
Bottom Line:
1. Watch your own body language. Especially when you’re under the gun.
2. You get paid for results, not effort. When reporting, give the results first and the story second.
When you’re reporting to your boss, you’ve either delivered what you promised, or you haven’t. If you haven’t and you start be describing all the effort (not the result) you’re not fooling anybody. If you have and you start with the story, you’re giving the (false) impression that you’re making excuses.
Further Reading:
Body Language Basics for Dates and Job Interviews
How Science Can Teach You to Spot a Liar
How To Build Relationships Without Talking
Posted in behaviour, communications, conflict, emotional intelligence, engagement, influencing, listening, relationships, self-awareness
Tagged body language
One of the more frequent issues facing organizations is around internal communication. Sometimes employees say they don’t know what’s going on despite great effort made at communicating, or the leader has a clear idea of where they want to go but nobody seems to be following.
Even worse is when the leadership thinks it’s doing a good job communicating (“Look, we have a newsletter!”), but the internal survey comes back with “lack of communication” written all over it. This is what I like to call failing the “Am I smoking crack?” check.
Good news: at least you’re checking. That puts you ahead of 90% of the companies out there.
What simple behaviors do leaders who communicate well engage in? Here’s a couple of things I’ve noticed.
Posted in behaviour, change, coaching, communications, conflict, delegation, engagement, execution, feedback, influencing, listening, mentoring, motivating, persauding
Tagged communicating, influencing, listening
Eventually, with most of my clients, we get around to the topic of non-cash motivators. Everybody has to watch the cash-flow, for sure. Plus we all know that after a while it isn’t about the money anymore. Once you’ve started paying enough to make food, clothing, and shelter a non-issue it becomes more about those things higher up Maslow’s Hierarchy.
Plus, you want your employees to be happy, to bond, and to work as team, right? So we should all go out to paintball, or a ropes course, or just do something fun together. Because cheaper than paying somebody a decent wage, and not a waste of time at all.
Bull.
Happy Employees Are Not Productive Employees
Happy employees do not make productive employees. Productive employees make happy employees. So here are my 4 quick suggestions for making productive, happy employees. Unless you’re running a metaphorical day-care for your extended family. Then feel free to ignore me.
Fire the Creeps and Bums
Firing a non-productive or anti-social (in the destructive sense) member of a team actually increases the team’s productivity by 30 to 40%. Do the math. That means that on a team size of 4, getting rid of the troll the productivity stays the same or gets better and your payroll drops by a quarter. That’s just the break-even point. On a larger team then you’re making money by getting rid of the bully / degenerate because of the bump to productivity. If they’re at the managerial or executive level your ROI is even higher.
Why are you keeping them around again?
Celebrate Success
If you’re going to throw a party, BBQ, go-cart race, or day at the pistol range (yes, a real-life example) to do some team-building then make it about a specific business accomplishment. Tie the celebration to specific goals, targets, and tangible, actionable company priorities. Just like good one-on-one, feedback is specific and actionable. So to should be the communication at a company party.
“Hey, we opened a new office in that other city, woohoo! Next quarter we’re going to cut costs by 10% without laying anybody off. If we can do that we’ll have another party! Woohoo!” It’s good communication, another thing that most bosses don’t do well enough.
Make It Easy To Do The Job
This is an example of the KISS principle in action: Keep It Simple, Stupid. By the way, the “Stupid” in KISS does not represent the employee. It’s a reminder to us bosses to keep things straight-forward, clear, and do-able. Otherwise we’re being simple-minded.
There is nothing worse than trying to do a good job and not being able to because there are too many rules, contradictory directions and guidance, processes and procedures, moving parts, and forms that nobody could ever do it right no matter how hard they try – and then getting in trouble for it.
Clear, simple direction give rise to intelligent, complex behaviour. Complex direction gives rise to stupid, simple behaviour.
Give Specific Feedback
This is the guidance that I started writing this week`s post about. The most effective non-monetary impact you can have on any of your employees is specific, actionable feedback that they can use to get better at their jobs.
This means that you might actually have to pull your head out of your email and pay attention to your employees. Observe their behaviour. Take notes. Ask questions about their aspirations and career goals. Give guidance. Be a leader.
Most times when somebody leaves it’s not really about the money, even if that’s what they tell you in the exit interview. Employees mostly leave because their immediate supervisor is a poo-poo head. They’ll stay for less money if they know that somebody at work cares about them, and they can do their best every day. They’ll mostly get from their direct supervisor, or not. But it’s too late by the time they’re walking out the door.
Do you have a problem with employee turnover? Then see rule #1 “Fire the Creeps and Bums”. Take a close look at those at the top of the company first. Look at your middle managers second. There`s an old Turkish saying:
Posted in coaching, developing staff, engagement, execution, feedback, listening, mentoring, motivating, teamwork
Tagged best people, celebrate success, give feedback, keep only great people, KISS
I recently got an e-mail from a former co-worker and current friend, who asked:
Do you think managers should be more ‘touchy-feely’? Here is a pretty interesting collection of studies, summaries that have looked at the power of non-sexual touch.
Gord
Hi Gord,
I’ve done a little experiment since you sent this link to me. I’ve reached out and touched some of my clients at the end of our sessions – usually a full open palm on the back, shoulder, or arm. It’s had mixed results. Some seem to welcome the touch. They know that we’re connecting and supporting each other. Others seem to tolerate it, or wonder what I’m up to. I’m not a touchy-feely guy by nature, so my first advice would be:
It Depends
Some people will welcome it and need it. It’s reassuring for them. For others it’s threatening and unwelcome. Likewise unconsciously pulling away from somebody with whom you’re trying to build a relationship, and who reaches out to you, is counter-productive. So my second piece of advice would be:
Watch Carefully
Watch carefully how they react and watch carefully how you react. It comes back to being mindful of what’s happening around you. For those of us who are task/doing oriented versus people oriented this is a conscious effort.
I’m not saying you should start working the room and back-slapping it that’s not your nature (or stop if it is). It might be as simple as not making a face when somebody shakes our hand for a little too long (or noticing when somebody is being uncomfortable with your too-long-for-them handshake).
If you’re more people oriented remember, not wanting to be touched doesn’t mean we don’t like you. Your enthusiastic approach to life is great, but there are some out there who might misinterpret your intentions.
Be Sincere
So if you’re trying to fake sincerity, and if you do you’re going to get busted, you’ll be harming the relationship. If somebody suspect on a subconscious level that you’re hamming it up just to influence them, even if that isn’t your intention, the trust you’re trying to gain will be lost instead. You’re better off keeping your hands to yourself (if that’s who you really are) than coming across as awkward and fake.
The opposite is also true – if you’re an outgoing person by nature, being stiff and formal will be odd, and people will notice. Like a tie that doesn’t match your suit. Better not to wear the tie than to try to fit in.
If you’re Bill Clinton or Tony Robbins, this advice doesn’t apply to you. Influences of that skill and depth have their own personal reality-distortion fields. If you’re not, don’t try and fake it.
In order to influence people, we have to make them feel comfortable and safe. So my last piece of advice is:
Pay Attention
Adjust your behaviour to your audience. Drucker said “Communication is what the listener does.” In this case it means learning to adjust our style on a moment-by-moment basis to the people we’re with and the situation we’re in. Nothing tells somebody we care as much as paying attention to them. There are no cookie-cutter solutions when it comes to people. You want to influence them? Pay attention.
I had an interesting search term show up in my web metrics the other day. When Google or some other search engine sends somebody to my blog I can see the search terms they entered that landed them at my page. The one that caught my eye was:
“how to get my people to stop coming to me for everything”
It’s Called Co-Dependence
“Stop answering all their questions” would be the simple answer. “But Bernie”, says you, “chaos would ensue. Without me to tell them what to do every minute of the day they wouldn’t know how to scratch their behinds.” And you’d be right. If you’re going to treat them like morons, they’re going to act like morons. It’s your own fault.
They’re helpless because you keep rescuing them. You keep rescuing them because they’re helpless. See how that works? You’re going to have to break the cycle. Yes, they might screw up, and yes, you might have to clean it up. Sometimes. But not every time, and much less often than you might think. Even less often as time goes on. Here’s the thing:
They won’t take they’re responsibilities unless they’re allowed to screw up and bear the consequences. Of course, if you enjoy the thrill of being able to solve everybody else’s problems for them then carry on. Just don’t ever expect to be promoted, appreciated, or recognized. You’re going to be stuck there for a while.
Dealing with Problems is Leadership
If you’re afraid to make a mistake, then you don’t be a leader. If you’re afraid your followers are going to make a mistake, then you really shouldn’t be a leader. It’s going to happen, you’re job is to deal with it. If things always went perfectly, and people were totally honest at all times, then we wouldn’t need leaders (or police).
Think of it as a “learning opportunity”, for both them and you. Set things up so that you know before they go off the rails if possible. But you’ll never be able to do that unless you can get everybody else’s monkeys off your desk and onto theirs where they belong.
Being a leader also means developing your people to the point they don’t need you anymore. What will you do then? How about get promoted! You’ve trained your replacement, which makes you more promotable in several respects: there’s no need to find your replacement – you’ve already done it; you’ve a proven track record developing talent; you’re department / division / team is so self-sufficient that your obvious talents are needed elsewhere. Congratulations!
Use These Words:
“What do you think we should do?”
“Have you thought of . . . ?”
. . . and then go ahead and let them do it. Yes, they might not do it the way you would have. They might even be doing it totally wrong, but unless somebody is going to die or get hurt, then it’s okay. It’s their idea, they’re invested in it, and who knows they might just even be able to pull it off. If they fail, they fail, and you help pick things up. If you have to, think of it as training.
If this kind of interaction with your staff is unusual for you, don’t be panicked if they don’t take to your new style right away. Be patient, be consistent, be confident. They’ll come around once they figure out you’re serious.
I think it was The One Minute Manager or a similar book I read years ago talked about how the author’s CFO had made a multi-million dollar mistake in a merger & acquisition situation. The CFO was distraught, and said “I suppose you’ll need to fire me now.” “Why would I do that?”, he replied, “I just spend three million dollars training you. Don’t do it again.”
Discussion
What’s the most important thing you learned from a professional mistake or oversight? How valuable was that lesson to learn?
Posted in behaviour, coaching, delegating, developing staff, engagement, listening, mentoring, motivating, teamwork
Tagged codependance, delegation, employee engagement
There are keys to success in managing bosses. First, put down on a piece of paper a “boss list,” everyone to whom you are accountable. Next, go to each person on the list and ask, “What do I do and what do my people do that helps you do your job?” And, “What do we do that makes your life more difficult?”
~ Peter Drucker
Posted in execution, listening, relationships
Tagged managing upwards, managing your boss
The word “feedback” very often gets defences up and vibrating. Here are some approaches you might want to try for getting past those defences.
Why ask? Because then the target of your feedback has some control. Even if they don’t feel they can say no, saying yes to feedback helps lower the defences.
A bit manipulative? Maybe, or you could think of it helping them feel comfortable with what they’re about to hear.
You’re not the kind of boss who asks permission to do your job? Maybe, or you could think of it as being more effective. Defensive people aren’t listening and communication is about the listener does. Don’t worry, the big flashing red “boss” sign over your head never goes away no matter how nice you are.
If you’re already giving positive feedback, good for you. If you’re not, what are you waiting for? There will come a day when you’ll need to give somebody corrective feedback. After all the positive feedback you’re giving they’ll be ready for it and they’ll hear it. In the meantime, keep feeding the monkeys.
You’ve asked if you can give your employee feedback, and she says no. Now is not the time to push. You’ve given them a shot over the bow already, and they probably know what it is they’ve screwed up. They need time to collect themselves, or to fix the problem, or something else is on their mind which is why they’re having an off day. In any case, they’re not in a receptive mood. They’re not going to hear you anyway.
Either they’ll change their behaviour without having the conversation (you win, and they get to keep their dignity so you win), or they’ll come back later when they’ve collected themselves and are ready to listen (you win), or they won’t. If they don’t then . . .
. . . ask to give them feedback again. Do this two or three times until it becomes obvious they are closed to improving or working better with others. In that case it’s time for systemic feedback. Feedback about them not accepting what you, the boss, has to say about their performance. This is a bigger issue, and now they don’t get a choice.
Ask to give positive feedback to somebody working for you in your organization every day this week.
Outstanding bosses give feedback continuously, many times a day. If you’re not used to this, and especially if your staff is not used receiving feedback from you, once a day is a good start. Walk before you run.
Everybody Wants Feedback
How to Give Positive Feedback
How to Give Corrective Feedback
When Your Feedback Gets Pushback
Posted in behaviour, change, coaching, communications, continuous improvement, developing staff, effectiveness, engagement, feedback, influencing, leadership, listening, mentoring, productivity, relationships
Tagged constructive feedback, daily feedback, giving feedback, negative feedback, positive feedback
What do you think is an essential skill for good managers? E-mail me bernie@practicalmanagers.com and share!
