One of the top 100 Business Thought Leaders in America give you Business Success Help
I recently received an email from the young lady who recently moved into a new job and was put in charge of a team. These are folks she had never met and she was struggling to pull the team together and get them working as one cohesive group under her leadership. She asked me if I had any advice on how to make this happen. Here is the quick, but focused, response I sent to her.
This is a challenging question, the key is to build trust. There are several factors that go into building trust, but here are a few that are fundamental:
Competence: They need to see that you are very good at what you do.
Concern: Showing true empathy, interest and concern for your team members.
Reliability: Another word here would be consistency, always doing what you say you will do.
Intimacy: This is also called tie-strength, in other words, spending time with your people so you get to know them better and create stronger bonds.
These things do not happen by chance, you have to create a plan where you find a way to demonstrate competence and concern, prove that you are reliable, and set aside time to talk with and get to know your team on a personal level. This does not mean you need to be their best friend or therapist, simply that you need to get to know them more as an individual than just an employee.
I hope you found this advice helpful, good luck – John
At the beginning of each year a lot of us look for inspiration on how to take our business to the next level over the coming 12 months. In past years I put together special videos outlining what I believed it would take to make the next year in your business one of the best years ever. This year, I simply want to reiterate what I believe are some of the most powerful business success ideas I have ever learned. Below is my video on the “The Five Fundamentals of Business Success,” this is a class I have taught all over the world to every type of business from mom-and-pop shops and startups to companies in the Fortune 10. I created this particular video in December of 2014 after a speaking tour of the Netherlands with the Entrepreneurs Organization. I truly believe that if you will watch this video and apply the ideas I share with you, it will have a dramatic positive impact on your business success in 2016.
*** If you found value in the video please send it to everyone in your network so we can help them too! Thank very, very much – John
I have spent the last 20 years of my career studying excellence. I have read dozens if not hundreds of books on the topic, interviewed CEOs, Olympic gold medalists, artists, musicians and other people who have achieved preeminence in their field. I especially enjoy spending time with world-class chefs who are insanely focused on producing only the finest dishes they can humanly make. Recently I read an article from one of the top chefs in the world that discussed how he built his restaurant into one of the most revered eateries on the face of the earth.
His simple four-step formula for excellence?
I read that list and thought to myself that you could pretty much copy it, change number four a little bit, and it would apply to being excellent in nearly any business. But I have one big problem, its number two, something I believe in very strongly, but can cause a tremendous amount of stress in your life.
For those of us who want to be highly regarded at what we do, I believe it takes a complete intolerance of mediocrity, both in yourself and in those you work with. However, taking on that attitude means that you will often be frustrated and sometimes be seen as too aggressive or even a bully. I have been mentoring a young man that wants to be one of the top 10 chefs in the world and during a recent breakfast he asked me, “If I become one of the best chefs in the world, will any of the people that work for me like me?” And I quickly answered, “No, they will think you’re an asshole.” I know it sounds harsh, but it’s the truth. In order for him to demand near perfection and be completely intolerant of anything less than excellent, he will have to step on a lot of toes and bruise a lot of egos.
I struggle mightily with this idea. I coach all my clients to stop tolerating mediocrity and to remove anyone on their team that is not a solid contributor to the success of the organization. According to a recent test I took, I literally broke the scale on self-competitiveness, so I obviously have no problem (or perhaps it is a problem) in pushing myself very hard to achieve excellent results. But I will say that my focus on making myself and my company absolutely the best I possibly can does make it extremely hard on the people that work with me and the vendors we do business with. I am accused by many of being too harsh, unrealistic and overly demanding – which part of me takes is a great compliment and the other part of me feels almost embarrassed about because I know how difficult it can be to work with me.
In the end though, I know that to achieve a high level of success I must be unwilling to settle for mediocrity. On the other hand I am coming to the realization that the distance between “Mediocrity – Good – Great – World-Class” has a lot of room for delivering fantastic work, without having to be constantly stressed and frustrated over not delivering world-class work. I understand now that driving for near perfection can often times drive people into the ground, yet if I challenge them to deliver the best they possibly can a level that I can accept as really, really great work – then I don’t have to be an ass. It’s a tough lesson to learn, but one that I’m working on.
*** By the way, I have written a short and focused e-book with my best ideas and tools to help you build and sustain a winning culture in your organization. It sells for just $4.99. If you’d like to learn more about the book here is a link: Winning Culture e-book
I was recently asked by one of my clients to put together some statistics on the cost of bad leadership and the upside of excellent leadership. He needed this information so that he could help support an investment in hiring me to do an advanced leadership training workshop for his organization. I think that intuitively, most people understand that subpar leaders/managers obviously have a negative impact on the organization. However, when you look at how big the cost of poor leadership really is, then you begin to re-examine the importance of leadership development within the company. In order to review the high cost of poor leadership, I am sharing the information I sent to my client:
Poor leadership practices cost companies millions of dollars each year by negatively impacting employee retention, customer satisfaction, and overall employee productivity.
According to research from the Blanchard Company:
From other sources:
Quite simply, the better the leader, the more engaged the staff. Take, for example, results from a recent study we did on the effectiveness of 2,865 leaders in a large financial services company.
You can see a straight-line correlation here between levels of employee engagement and our measure of the overall effectiveness of their supervisors (as judged not just by the employees themselves but also by their bosses, colleagues, and other associates on 360 assessments). So, as you can see at the low end, the satisfaction, engagement, and commitment levels of employees toiling under the worst leaders (those at or below the 10th percentile) reached only the 4th percentile. (That means 96% of the company’s employees were more committed than those mumbling, grumbling, unhappy souls.) At the other end, the best leaders (those in the 90th percentile) were supervising the happiest, most engaged, and most committed employees — those happier than more than 92% of their colleagues.
*By Jack Zenger and Joseph Folkman
It would be easy to deliver another twenty pages of statistics showing both the negative and positive impact of leadership. Even if some of these numbers are skewed, the impact of the high cost of poor leadership is still so significant that it warrants serious attention. I would suggest that for most companies today, a focus on improving leadership skills and creating a winning culture that engages employees is likely the single greatest area for organizational improvement, and the fastest way to decrease costs and increase profitability. The high cost of poor leadership cannot be ignored.
A while back, I had the chance to talk with one of my clients in California, the COO of a Fortune 500 firm who has engaged me in the past to coach several of his senior leaders. I was working with a handful of divisional CEOs who were each running a $200-600 million enterprise. During our talk, the COO said something that really struck home for me, and it gave me a super clear idea of what he wanted me to do for him. He said, “John, these are absolutely fantastic guys, but they can be tough to manage. Please help me make them easier to manage.”
That statement right there gets right down to the heart of why I am typically called in to coach someone. The executives I coach are always bright, talented, bold, creative, entrepreneurial, and driven: all of which are truly valuable traits. However, when taken to the extreme, these same traits can make these sorts of folks very hard to manage and direct. What’s more, if they cannot learn how to control their behavior and fit more comfortably into a senior role, then the very things that made them successful up to this point in their career can actually lead to their demise.
Therefore, in order to educate and encourage your managers to actually be more manageable themselves, share with them this advice that I have heard numerous leaders tell their key managers throughout my years of real life experience. Listening to these leaders has led me to make this list of the qualities of a good manager, and if your managers can apply these qualities to their own business ventures, then you will have a much easier time leading them and working with them to achieve outstanding business results.
As you can see, good managers possess a lot of great qualities, and these qualities make them the types of managers that their leaders find very easy to lead. I have compiled this list from the statements that I have heard repeatedly from the top executives that I work with, but as I am sure that I have missed a few, please feel free to add to my list in the comments below, and use whatever ideas you found helpful from this blog to make your managers easier to lead!
A very close friend called today to ask if I could facilitate an upcoming strategic planning retreat for his company, and unfortunately, the days he needed were already booked. So, I offered to send him a quick overview of what I feel it takes to put together a successful strategic planning retreat, and this is the information I gave him.
I then take all of the answers from the survey and combine them into an executive overview of the most common answers so that people can get a general feel for what the entire group is thinking.
*** Side Note: I do not let the teams talk to each other once they start the SWOT process. I want them to work completely independently because I am interested in seeing how well the different teams are correlated on what they feel are the best strategies. If all of the teams come back and say pretty much the same things, then I am highly confident that a bunch of smart people looked at a lot of data and came to a general consensus on the appropriate course of action, and they did not do so through “groupthink” because the teams did not cross-pollinate! If all the teams come back and present wildly different strategies, then I know I have a problem. And if the teams come back with about an 80% overlap? Well, then that is where the facilitator earns their fee by working to mesh and mold the various ideas into a single, coherent, and agreed-upon strategy.
*** Side Note: you will notice that I said “three or four key strategic objectives.” Okay, I admit: maybe you could stretch it to five, maybe even six, but you cannot have twenty-three strategic objectives! Not even fifteen, twelve or ten. The key to effective strategy is FOCUS. You must get it down to the few truly critical priorities and then, most importantly, figure out what to say “NO” to.
At this point, the plan is finally complete, and here is what you have accomplished:
Now comes the REALLY hard work: the 100% disciplined execution of the plan for the next ten months or so before it is time to start the process all over again! Good luck running your next strategic planning retreat!
I recently stayed in the best Best Western in the world. I was in Hamilton Canada to give several speeches and stayed at The Best Western Premier C Hotel by Carmen’s and was absolutely delighted. As someone who spends more than 200 nights a year in hotels, I’m a very seasoned and somewhat cynical guest, to me the hotel and restaurant business just does not seem that complicated, yet so few of them seem to understand that. Here is all I really want…
Hotel: easy check-in, professional and friendly staff, clean rooms, free high-speed Wi-Fi, double pane glass so my room is quiet, and a uber-comfy bed.
Restaurant: good food, very good service, reasonable prices, exceedingly clean, quiet with a relaxed ambience.
You deliver these things and I will love you forever, and the folks at the Best Western Premier C absolutely nailed them. So here’s my question for you…
What are the handful of things that you must do consistently do to delight, enthrall, surprise and satisfy your most important customers?
Let me break that down a little bit…
Handful of things: the three, four or five Moments Of Truth that make or break your relationship with the customer. Every business has a few limited things they absolutely MUST do flawlessly to create loyal, engaged, and satisfied customers. What are they in your business?
*By the way, there are external Moments Of Truth that you must deliver your customers, but there are also internal Moments Of Truth that your staff needs to deliver to each other… in order to be able to deliver the external Moments Of Truth to your customers.
Consistently: it does no good if you only deliver the Moments Of Truth every now and then, it must be every single time for every single key customer. This is why I teach at all of my classes that: if you want repeatable success, you must have process. You have to have the systems, checklists, processes, procedures AND training to ensure that your employees know exactly how to deliver the Moments Of Truth flawlessly.
Delight, enthrall, surprised and satisfy: the goal here is to deliver what is most important to your customer in a unique and highly valued way. However, the only person who really knows what this entails… is the customer. That’s why one of my very favorite quotes is:
Whoever owns the voice of the customer, owns the marketplace.
Most important customers: not all customers are created equal. If you’re going to spend the time, energy and effort to deliver the Moments Of Truth flawlessly, you want to try to do this for all of your customers, but it is essential that you do it for your most important target customers. These are the customers that value what you deliver, are willing to pay for it, are easy to deal with and have the ability to tell lots and lots of people about how great you and your business are.
While in Hamilton I interacted with the staff from the Best Western Premier C Hotel by Carmen’s, the Baci Ristorante and the Hamilton Convention Center by Carmen’s and was truly delighted, enthralled, surprised and satisfied in all of my interactions. From front desk staff, to the servers, to the housekeeping crew… everyone was professional, extremely customer focused and had a great positive attitude. Can you say the same about everyone that works for you?
As someone who teaches business excellence for a living, it was a joy to see an organization that clearly understood how to deliver exceptional service and a wonderful guest experience. Here’s the kicker, when I talked to the manager he made it clear that the main reason for their success was to cut out all the clutter and just focus on the fundamentals. When I stepped off the elevator on the third floor to go to my room I was greeted by a giant quote painted on the wall (which just so happens to also be on the back of my business card!) that summarized their philosophy:
“Simplicity is the ultimate sophistication.” – Leonardo da Vinci
Malaysia | April 10-12, 2017