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Change and Progress, Are They Twins?

In today’s complex business world, change is hard. Companies venturing through major culture shifts, mergers or other forms of change often struggle to make it to the end.

The idea that people hate change is a phenomenon that is taught, coached and wrestled with in many ways, shapes, and forms. Regardless of your mindset about CHANGE, there is one vital aspect you should explore.

PROGRESS is what you should be focused on. Change for the sake of change is meaningless. However, progress toward a new goal or achievement is more vital and more valuable to your organization.

Dean Lindsay, America’s premier authority on Progress, writes:

All progress is change, but not all change is progress.

Lindsay uses an illustration. If you wake up in the morning with a stomach ache, you want to change. You want it to go away.

If you tell a friend and they punch you in the nose, you got a change. But it wasn’t progress toward curing your stomach ache.

The Rhetoric

There are voices in the media demanding change. The word has been worn out. Again, change for the sake of change is not progress.

When you sense the need for change or you design an intentional change in the way your business operates, be sure you are designing progress toward a new goal.

I know companies who have launched major change initiatives (they call it that) with the intent to become more profitable, increase margin, find efficiencies, or become more competitive.

Those are great objectives.

Yet what they are really saying is we need progress forward to be better situated for growth and survival in our industry.

Too often the well-intended change that is initiated gets bogged down in all the adoption and adaptation process. As soon as the change feels hard and resistance begins to mount, plans are adjusted.

Many times the shift is pulled back or canceled in the face of resistance.

Living Through the Curve

Roxanne Chugg writes: “The fact is that most change initiatives are done “to” employees, not implemented “with” them or “by” them. Although leaders are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels and resist or even hijack the change.”

There is a popular model that describes the change cycle. Dr. Virginia Satir first introduced this model when explaining emotional life-change events in family therapy. However, it has been widely adopted in change management circles to help businesses plan for and implement change.

The “S” shape of this curve helps us see the complexity of making a change. When applied to a work team, each member of the team will experience their own progression through the curve, each moving at their own pace.

The key matter here is that everyone in the organization faces their own emotional curve when forced into change. Acceptance or adoption of the change is dependent upon the progress one can make moving through the curve.

If plotted together on a single graph you could see the lag points where the manager/leader may be further along the curve than his people. If the leader is not sensitive to this lag factor, then the message from the top might be skewed.

The leader could be thinking “Come on people, don’t you get this? Why aren’t we further along?”

In reality, the team may be lagging behind the leader’s position moving along the curve. A little bit of lag is normal. However, the leader must decide how much lag is tolerable.

Back to Progress

Given the tremendous effort and disruption a change may cause at work, leaders must be mindful of the progress being made.

Leaders need to ask: “Is the company moving ahead because of this change or are we merely spinning our wheels, burning out the staff, and creating very little value?”

Question: What change initiative has your company gone through recently? Or were you the one directing it?

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Ever Hear of the Tall Poppy Syndrome?

tall poppy

The Tall Poppy Syndrome (TPS) is something that has been spoken of for centuries. The picture is of a field of poppies. As you look out, there will be a few poppies growing inches above the others.

In society, we have tall poppies sprout up in every generation. These are the innovators, the visionaries, and the leaders who take big risks. Currently, think of Elon Musk or Jeff Bezos. Formerly it was Bill Gates and Steve Jobs. Individual industries have tall poppies too.

Enter the Cutter

Yet for all the disruption and success a tall poppy leader may build, there is an undercurrent. There are forces wanting to cut down the tall poppy. For ease of discussion, let’s call these forces the “cutters.”

When you dive deep into the story of a specific tall poppy there will always be cutters who appear. The cutter cannot condone the seeming success of the tall poppy, so they cause distractions, challenges, and outright accusations of wrongdoing so that the poppy is undermined.

Cutters are often driven by fear of change. They may not understand the direction the tall poppy is going so they doubt the vision. They begin working hard to be sure the plan fails. The more the tall poppy leader tries to explain the direction, the more the cutter digs in to cause a failure.

I’d venture a guess that if you are reading this and can identify a moment in your leadership journey where you became the tall poppy, you likely had cutters surprise you. Someone you thought was a peer and friend changes once you got that next promotion. Or a neighbor who you enjoyed spending time with suddenly turns on you when you describe a newfound success with your business.

What Can Leaders Do?

If you assert yourself into a significant role and become the tall poppy, beware of TPS. Cutters will emerge. It always happens. There is something in the human psyche that just snaps. Fortunately, it doesn’t happen with everyone, but it does happen with some.

As said above, cutters often operate from fear. Fear of change, fear of being left behind, or fear of being overcome and shut out in the end. Leaders need to identify those who may be showing signs of fear or pushback. Explore the situation. Ask good questions so the person who may be showing the objections can express their doubts.

Let the Haters Hate

Diving straight to the bottom line, I use a blunt but meaningful phrase; let the haters hate. If you stand into a leadership role, there will always be cutters; those who want you to fail. You have to let them do whatever they choose to do. Good leaders stand by their vision, convictions, and values. If those are solid, you can’t worry about the people who want to undermine your effort. Deal with it with grace, patience, and resolve. Let the rest know you are not wavering.

Attribution

I was introduced to this TPS concept by Doug Garland, M.D., a retired orthopedic surgeon from California. You can read more about him here www.DougGarland.com. He will be a guest on my podcast in the coming weeks.

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Who Lights Your Fire?

This quote from W.B. Yeats is a great reminder for those of us in leadership roles. Let me repeat it :

Education is not the filling of a pail, but the lighting of a fire. ~W.B. Yeats

When we try to train our team or build a new product or service, education surrounding the details is not the ultimate “win.” No, our focus as leaders should be inspiring those we lead to take a personal vested interest in the success of what we set out to do.

You can teach, preach and educate all day long, but until you impress someone to buy in to the project, it really doesn’t matter how much they know about the subject.

There’s another saying “Harness the power of your mind’s attention and your heart’s affection.” That sums it up.

When was the last time that you, as a leader, were properly focused on this kind of impact? Do you light people’s fire in their hearts and minds or do you simply teach them something new?

There is a big difference. In today’s high-tech world, information flows in an instant. Instead of competing with information at the fingertips, why not think about ways to inspire your team?

Here are a few powerful ideas you might try.

Show Them Why the Outcome Matters.

I once took responsibility for a new team. I decided to visit each person’s area, asking them a bit about what they did. At one desk, a lady who had been with the company for years sat quietly pushing paper from one stack to the next.

I watched this a few moments then asked, “Where does it go when you’re done?” She said “I’m not sure. So and so picks it up then I never see it again.”

I asked, “Where did the first pile come from?” She again said I don’t know.

So I made some notes then started doing my own research.

Know Your People

When you spend time with your employees, make it matter. Don’t just expect your time and title to inspire them. Employees want a leader that pays attention and genuinely cares about them.

Great leaders take the time to know the ingredients before they can create the best recipe for success. Employees are most inspired when a leader takes the time to know them and show that they have their best interests at heart.

Learning is Still Important

Employees do appreciate the opportunity to learn. Teaching new skills or sharing new information helps them feel appreciated and valued. However, the delivery of that information is important.

Don’t just lecture, but share. Create a space for open dialogue about new material you want to spread. Adults learn best when they have a chance to engage in a feedback cycle where they state in their own words what they just heard. This is your opportunity to fine-tune and/or affirm the message has been received.

There’s a Fine Line Between Success and Significance

We all want to feel significant about what we do and who we are. Jobs can actually provide that IF the boss allows it to happen. If the boss is too concerned about his own reputation and doesn’t care about the people on the team, no one gets any significance from the job. Heck, they even get very little sense of success.

However, if you as the enabled leader decide to share the significance with each team member, you can win much greater employee trust.

Ownership, Not Just Accountability

Enforcing accountability is a key component to sustaining performance momentum. However, when you can give your employees “ownership” in the process of defining how accountability is enforced – you inspire trust and a desire to go above and beyond the call of duty.

Giving your employees ownership means that you have shared and entrusted them with your authority. You are now allowing your employees to “call the shots” based on what they believe is in the best interest of the team and the organization.

For example, create a special project and allow an employee to take ownership of it. Outline your expectations for the end result, but allow him or her to take charge of the project. Agree to meet once a week and observe the change in attitude and desire to perform.

Respect, Not Just Recognition

Beyond appreciation and praise, show your respect and admiration for the work of your employees. While people want to know they are respected, you must establish the ground rules for how respect is earned.

There are too many recognition addicts in the workplace. In a world of fierce competition, we have come to believe we are our own best allies. We believe we must rely only on ourselves. We believe we can sell ourselves better than anyone else. But this attitude puts our long-term careers in danger.

Unfortunately, too many people want recognition because they forgot the significantly greater value of earning respect. Re-train your employees about the importance of respect and lead them in how to earn it. When they see the greater impact respect delivers, they will be inspired by your example.

Don’t Let Opportunity Steal Your Success

opportunity and success

Running a business can be hard. If you start out to turn a hobby or a special interest into a business, you will face a whole lot of challenges.

Even as you start to gain momentum and create success, there will be things that can derail your effort.

One of the biggest and most complex of these challenges is the need to properly evaluate “opportunity.”

Let’s face it. If a potential customer shows up and says “You do XYZ very well. I like what you’re doing there. But I need an ABC version.”

What will you do? Most hungry entrepreneurs respond by saying “Sure, let me see what I can do.”

Do this a few times and pretty soon you have too many plates spinning in the air. You’re off your core game. Resources get spread thin. Frustration can creep in. And worse still, you start losing money.

It’s a Tricky Balance

The hard part is knowing which opportunity to take and which ones to avoid. All too often the big opportunity with a large client turns out to be a train wreck that can take you way off your game.

How do I know? It happened to me.

In 2003 I created a business process outsourcing company that served the mortgage banking industry. My team created some technology that made us one of the first in the industry to offer document scanning at a large scale. Today that sounds ridiculous, but then it was a pretty big deal.

We didn’t just scan capture the hundreds of pages that went into a single mortgage loan file, but we automatically indexed the documents so an intelligent search could be made for specific content without paging through the whole blob of documents. Prior to this development, scanning was done but you got a really big file that was hard to review much less manipulate for intelligent access at the page level.

My company’s process allowed the images to be shared with secondary market trading partners who were buying the loans from the mortgage originators. By having the electronic version of the files available (we hosted the file storage too), purchase reviews and decisions could be made many days ahead of schedule thus expediting the whole loan sales process.

This created a significant financial gain for the companies originating the loans because sales would settle faster giving them more cash sooner to do more loans.

Plus by using my services, companies could eliminate large back-office operations. It was a win-win for all parties.

Playing The Momentum Game

My company had experienced steady growth for several years when a big whale landed on my doorstep. The owner of a mortgage company I knew pretty well showed up and told me he had this very special opportunity brewing.

Supposedly, he was talking to the Secretary of HUD, the U.S. Department of Housing and Urban Development. He alleged he had been promised (in writing) a lucrative lead on a national program HUD wanted to sponsor. One catch was that he had to demonstrate the ability to ramp quickly and make it big. He had roughly 90 days to prove that out.

He and I negotiated a deal, but in hindsight, it wasn’t a good deal for me. It relied exclusively on all the promised volume, sort of a contingency deal, with not even a single extra loan coming through the pipeline.

I bit. I met with my landlord and commissioned some adjacent space on the floor in the office building I occupied. The buildout began within days.

I was on the hook for an extra 3,000 sq ft of class A space without a single transaction to help pay for it.

You guessed it. The whole deal fell through for my client. He got nothing. I got nothing except a much bigger rent check each month.

The Aftermath

You might ask, why did I bite? Would you have taken the deal at face value? Well, the honest answer was several reasons.

First, I knew the guy who came to me. He was a credible and respected company owner. Secondly, a law firm we both did business with was involved and vouched for the deal (but didn’t commit resources).

Next, my company had been on a steady growth path but had not experienced a “home run.” I thought this could be it. You might say I was greedy, but I think of it as being confident in our process and my team. (Insert laugh track here).

Nonetheless, it really set me back. The momentum I had generated for the first few years in operation all washed away overnight. It was a tough pill to swallow.

You Can Do Better

My simple advice is to stay the course. Yes, you can make some leaps of faith along the way, but do much more than I did to evaluate the opportunity. Ask an advisor or the Board if you have one. Get outside opinions about the so-called opportunity.

Simply don’t be too greedy or eager to grab what sounds like a big deal just to make that leap forward. You might be taking many steps backward.

Leave a comment. This article first appeared at DougThorpe.com

Employers – Have You Been Ghosted?

The job market keeps getting weirder. Employers and hiring managers are now, more than ever, reporting ‘ghosting’ as the new normal.

What do we mean? In popular street slang, being ‘ghosted’ in a relationship means never hearing from him/her again. Texts, calls, and emails go unanswered. The other party becomes a ‘ghost.’ Even though you may have had a couple of dates, one person goes radio silent.

It’s now happening in the job market too. Candidates get several steps into the hiring process, then disappear. Never to be heard from again. They ghost you.

The Root Cause

Try as you might to understand the phenomenon, you’ll never get a good answer. Don’t waste sleep over it.

Experienced recruiters and placement executives are telling me “We’ve learned to do what they just did. If I have a candidate ghost me, I do it right back. Their resume goes in the file, never to be viewed again.” That means no follow-up and definitely no chasing.

Just chalk it up to pop culture moving us one step further down the road, away from old customs and norms.

As soon as you start griping, complaining, and losing sleep over it, the ghost has won. So stop that. Move the heck on.

Think About It

If someone ghosts you, why would you want to chase them? They already told you something big. They’re no longer interested in the relationship.

Whether it is about trust, taste, or choice, they’re done. Give it up. You have better use of time to move on.

On the other hand, if your hiring process moves too slow, maybe you got ghosted for good reason. The market is HOT. If you find a good candidate that looks like a good fit, you have to be ready to move quickly. Get your ducks lined up sooner rather than later.

Hiring by committee creates too much delay. Even if you like a panel interview process, make the decision the same day the interview is over. Better still, have a process to accumulate the ‘votes’ during the day while the interviews are wrapping up. Be ready to decide go or no-go right there.

Then let the candidate know right away.

High Demand

The latest reports tell us there are over 550,000 high-tech, high-paying jobs unfilled. Companies are fighting for the scarce candidates out there.

Some recent college grads are winning 6-figure jobs, just to fill the slots. Jobs that formerly started at $45k to $80K are now over the $100K entry point.

I shudder when I think of my first bank job after the Army when they offered me a whopping $17K to start, yes annually. That was 1979, but it was good money then. Plus the company was a rock star so my own rewards started mounting fast, making up any difference there might have been (but it wasn’t a big gap to fill).

Times HAVE changed. Stop thinking in an old mindset. Make your company decisions and be ready to dive in when and if you must hire new talent.

The Tables are Turning

According to Indeed.com, the global online job matchmaker, employers are ghosting too.

Ghosting seems to have grown in popularity amongst job seekers over the past year: 28% have ghosted an employer, up from only 18% in 2019. Meanwhile, 76% of employers have been ghosted in the same time frame, and 57% believe it’s even more common than before.

Some employers say candidates are cutting off communications early in the hiring process — after an initial phone screen or interview, for instance. But others take it further, with one-quarter of employers reporting new hires “no-showing” on their first day of work.

But ghosting isn’t just a job seeker behavior anymore: Nearly half (46%) of employers surveyed believe that employers are now ghosting job seekers more frequently than before.

A whopping 77% of job seekers say they’ve been ghosted by a prospective employer since the U.S. onset of the pandemic last March, with 10% reporting that an employer has ghosted them even after a verbal job offer was made.

Alarmingly, only 27% of employers say they haven’t ghosted a job seeker in the past year. It’s another sign that ghosting has become standard practice in the hiring process — even though it creates a terrible candidate experience and can threaten a company’s employer brand.

Ghosting is here to stay — here’s what you can do about it


The latest data highlights the evolution of ghosting, from its steady growth as a jobseeker practice to its emergence as a trend among employers, too. Reasons job seekers ghost employers still vary, while employer motivation is somewhat speculative given the paucity of last year’s data.

While it’s apparent that ghosting has become deeply rooted in the hiring process, employers can take steps to minimize the impact of ghosting. In addition to keeping more detailed records of candidates who ghost, think about how you can target the source of the behavior to prevent it altogether.

Remember that focusing on attentiveness and improved communications throughout every stage of the process is key to ensuring the candidate feels informed; research has shown that many job seekers ghost when they don’t feel their needs are being met and don’t know what else to do.

Secondarily, simply being transparent, empathetic, and authentic can go a long way in building more comfort and trust in your relationship with the candidate.

Use these insights to foster more successful candidate interactions — because nobody’s giving up the ghost anytime soon.

For further insights, check out this article, also from Indeed.

Also, check out my podcast, Leadership Powered by Common Sense, where we’re breaking down the fast, complex world of business, finding simple, easy-button ideas to make a difference.

Bold Leader Moves in the Current Market

bold leadership

What do you think is a bold move nowadays? How do you look at employee engagement? With the turmoil in the job market, what has your company or organization done to secure the team you have and attract new talent when the need arises?

On occasion, doing something bold is not limited to something NEW. Instead, you just might be surprised about ways to engage with and retain your talent team.

The current job market is simply too frenzied to allow your best people to walk out the door because YOU failed to do something you could have easily done to keep them happy and engaged.

Ezra’s Findings

For the past two years, I’ve had the good fortune to partner with the Ezra Coaching team. Ezra is a coaching platform that is exclusively virtual. Interestingly, it was conceived and under development long before the COVID pandemic hit. Ezra provides coaching on-demand, virtually.

Ezra is a global solution that, since its inception, has coached over 15,000 clients during the past two years. In addition to delivering world-class executive leadership development, Ezra tracks emerging trends in the employment environment.

In a recent survey. Ezra captured these five ideas about keeping top talent. The data was accumulated using a poll of the client companies Ezra supports.

A word in advance. Like I said previously, something bold does not have to be something new.

1. Listen to them

2. Encourage open communication

3. Work in ways that suit THEIR life

4. Invest in L&D (coaching is a great place to start)!

5. Prioritize their wellbeing

Task #1, Listen to Them

This is something leaders and managers have struggled with for decades (so do husbands and wives, but I digress). The art of effectively and engagingly listening is lost on the pace of business these days. I’ve talked to too many managers who say they simply don’t have time.

At the same time, I routinely hear from leaders that they feel frustrated because their bosses are not listening to them.

How do you respond? The popular phrase is “empathetic listening.” It involves truly listening to the employee without formulating your next statement. Give feedback like “So what I am hearing is…” Let the other person either agree or clarify.

Some might argue it’s a common courtesy to properly listen to someone else when spoken to. But again, the pace of business has adversely influenced the way managers and staff connect via listening.

Bold leaders in today’s work world are stepping up and changing the way they listen.

Task #2, Encourage Open Communication

Communication is actually a very complicated exchange requiring much more intentional effort than most organizations provide. For a leader to create truly open communication, there has to be a framework and accountability.

The framework needs to define methods, practices, and formats that contribute to communication. Thinking about this at the team level, Patrick Lencioni in his “Five Habits if Dysfunctional Teams” describes the need to develop a team charter and a team contract.

The charter defines who and why the team exists. It becomes the foundation of thinking and understanding about the team.

The contract applies a bit of structure. I’ve seen powerful team contracts that go so far as to explain how to reel in a team member in an open meeting who has run away with the agenda. I’ve written before about one approach called “ELMO” which is an acronym for ‘enough, let’s move on.’

The accountability part is where the manager or leader takes responsibility for dealing with bullies on the team or personalities who derail the team effort. Team members allowed to get away with belittling others’ opinions do too much damage to good communication.

Task #3, Work in Ways That Suit THEIR Life

This may be the one truly new, bold idea. It applies to finding ways to receive employee input about their lifestyle and expectations for work-life harmony (not balance, but harmony).

The ramifications of the pandemic lockdowns have reshaped everyone’s views of how to work. With only a few exceptions requiring ‘boots on the ground’ work situations (e.g. manufacturing, assembly lines, and heavy construction), many workers have reshaped their ideas about what makes a good job.

The old 9:00 to 5:00 is obsolete. The standard 40 hours in the office will not survive either. Studies tell us workers are asking for a hybrid office at the least or at best, fully remote.

Companies of all sizes are going to need to do some soul searching about the best way to respond to these expectations.

Task #4, Invest in L&D

Learning and development have historically fallen by the wayside when budgets get tightened. It’s often the first HR program to get slashed. Ironically, it’s the exact place companies should be focused.

Taking people off the street and getting them coached and trained to be ideal employees inside your company is a valuable commodity. You can try as you might to find perfect fits for every job, but usually, a good fit only gets you just so far. You still have to develop your people.

Providing ongoing development opportunities keeps people engaged and inspired. If they can see some kind of opportunity forward, they are more likely to stay with you.

Task #5 Prioritize Their Wellbeing

This is an all-encompassing idea. First, you must decide what ‘wellbeing’ involves. It’s no longer limited to compensation and benefits. Companies are having to do much more to answer questions about things like environmental, social, and governmental stands (ESG) or diversion and inclusion.

Recent news has highlighted cases, where 100-year brands have failed with certain ESG initiatives and the workforce, is not happy about it.

No doubt the new pressures on leadership teams continue to rise. In many cases 30 and 40-year veterans are simply choosing to retire rather than redirect their traditional methods of leadership. New, emerging leaders are making names for themselves by boldly taking on these challenges and guiding companies to new horizons.

The Last Question

The real question is, where do you, as a leader, stand? Are you even aware of what it might take to keep high performers satisfied? Do you care?

The management style of “My way or the highway” may be officially DEAD! I certainly hope so.

Ukraine Invaded by Madman Leader

A Leadership Fail

This past week, the world witnessed the senseless invasion of Ukraine by Russian forces led by madman Vladimir Putin. His deranged vision for seizing control of Ukraine was met with harsh criticism and strong tactical resistance. Global allies rallied to rebuke his moves.

The whole tragic affair, whose outcome is yet decided, highlights the extremes of leadership gone bad. Since this publication is never a political rant but a thesis on leadership, I’d like to break down the issues surrounding Putin’s latest colossal misstep of epic proportions.

First, let me say this. What Putin has chosen to do in the past several months has proven his shift from governmental chieftain to insane lunatic, neither of which deserves the mention of ‘leadership’ in the description.

Sidebar

Frequently, I see discussions and commentary on various social media channels that ask questions about dictators and oligarchs having leadership traits. I routinely respond to those saying “NO.” You can’t be what they really are and qualify as a leader.

Everything I have ever learned and experienced under true leaders results in people being lifted up, not beaten down. A leader builds consensus and collaboration. They find the “win-win.” The leader supports doing the right thing regardless of how difficult it may be. There is never any notion of being swayed by popular opinion.

What has been evidenced in the past few weeks coming from Putin himself, suggests none of the above. Rather, it screams spoiled child throwing a supreme tantrum. One that will cause fatal outcomes to hundreds if not thousands of lives, both on the Ukrainian side as well as his own Russian troops. The assault will destroy infrastructure, making conditions in Ukraine unlivable for generations to come. Senseless it is.

Rising to Power

The first step contributing to this situation is a rise to power. In any organization with a diagram explaining “who’s on top,” there are some boxes that indicate one person with authority over others. It is true in business and government. With the designated position comes a certain power. I call it simply the ‘Power of the Position.’

People get promoted, assigned, or elected to these positions. Anyone sitting in the role, who should be exercising true leadership, will have access to this positional power at all times. However, the use of that power should be limited for use as a last resort.

Example – I am your boss. We have exhausted all effort to get you to be a better employee. Now I must resort to giving you notice, you are fired.

Hiring and firing is a classic example of the Power of Position.

In the case of dictators and madmen, they manipulate systems to gain this power. They then use this power as their first choice. It is their sole purpose, to press this power onto the people they have under control. They rule with fear and intimidation.

Anyone opposing the head is treated with severe consequences. ‘Do as I say or go to jail or be executed.’

Putin is not without his own allegations of such cruel intimidation. Now he is putting it on display for the whole world to see.

His actions have already been called lunacy. Statesmen who have dealt with Putin in the past are admitting his recent behavior is way beyond his ‘usual self.’

How did we get here?

A common question I’ve heard about this growing problem is ‘how did we get here?’

I refer to my ‘Frog in the Pot’ analogy. The story says you put a frog in a pot of water, then slowly turn up the heat. Eventually, he boils to death. Yet if you boil the water, then drop him in, he jumps out immediately.

Authorities inside the Kremlin have no doubt been suffering the plight of the frog in the pot. Over the past decade, Putin has slowly amplified his rants and views of the West. The circle of governmental authorities elsewhere in the org chart have taken these orders and proceeded with compliance.

In my humble opinion, the key question right now is “Will anyone in Russian government circles be willing to challenge Putin?” Will the protests inside of Russia persuade him to stop?

Or has his ego gotten so big that, in his mind, there is no way to save face other than to destroy all of the Ukrainian countrysides?

While I certainly hope and pray that is not the case, it is seeming unlikely that such a coup is likely.

Will sanctions actually work?

Next, we turn to the possibility that government sanctions can deter or turn around the Russian attacks. The basic problem with sanctions is that the world’s economy is so tightly intertwined, taking one country out of the loop has unintended consequences for others.

Unlike the world’s economy of pre-war WWII, we now have complex networks of interdependent events, obligations, and currency swaps that drive the whole world. It’s the ultimate domino chain of events. COuntries and continents rely on energy and commerce to fuel currencies and sustain valuations across the globe. Once we start tinkering with bits and pieces, we may well adversely impact a wider segment of the world’s economy, not just Russia.

Leaders on all sides are carefully measuring the impact on their own countries. As they should.

Leadership Contrasts

The contrast between leadership examples is extreme. Inside Ukraine, President Volodymyr Zelenskyy has been solid, resolute, and outright inspiring.

His now-famous response to President Biden’s appeal to help him evacuate shows exactly where Zelenskyy stands. “I don’t want a ride, I want ammunition.” was his response. That, my friend, is powerful, motivational leadership.

Putin on the other hand, issues daily rants and tweets about this and that, none of which is very coherent. Citizens inside their own country are protesting and questioning the initiatives.

Again, I’d argue that Putin’s action has done nothing to demonstrate real leadership. Rather, he’s shown himself a cruel dictator with no regard for human life. Zelenskyy rallies his people, delivering empowering messages, touching the hearts of the whole world.

The Outcome

The final outcome for this horrific siege will be resolved by solid leadership. Plain and simple. Whether it comes from a coalition of allies forcing Putin’s hand to stand down or from within the governmental org chart that is Communist Russia, we need leadership to prevail.

It is my prayer that the latter rises up and creates a more peaceful shut down of the invasion. And I hope it happens soon.

Smart Ways to Nurture Trust at Work

nurturing trust at work

Leaders understand the need for having better trust in their organization. It impacts companies of all sizes. However, just knowing you need trust and wanting to build trust does not make it happen. Nurturing trust at work is the leader’s job.

Trust is a very basic need to form healthy relationships whether at work, at home, or in the community around us. We all know the saying “you do business with someone you know, like, and trust.”

Nurturing trust is not something that can happen by accident. It takes direct, intentional effort to get there.

Recent studies, principally the “Project Aristotle” published by Google in 2016 highlight the key role that trust or ‘psychological safety’ can play in producing high-performing work teams.

Since then I have had the opportunity to share something I call the “Team Trust Model” which is a simple-to-follow framework for ways leaders can do more to build trust at work. The model has been used at large global brands like Coca-Cola and UPS as well as my smaller privately owned client companies. It works.

Recent Updates

Not long ago, I had an opportunity to present and record a workshop with the Growth10 community of coaches. Growth10 serves entrepreneurs and business leaders who want to grow. The growth might be measured in terms of company performance, but it also includes individual growth as leaders.

Those who join Growth10 enter a national community of like-minded business leaders. In addition to receiving one-on-one mentorship and participating in a mastermind group, members are part of the G10 Community. You have an opportunity to network with hundreds of high-performers, engage in expert workshops each week, access on-demand micro-lessons on key topics, receive a member briefing every Thursday morning, listen to weekly podcasts and participate in a peer learning community. You’ll get the answers you need from your peers and our expert content providers.

In my workshop for G10, I presented my Team Trust Model(c). Here is the replay of the workshop.

A recorded session with Tom Healy and Joe Buzello at Growth10.

More to Follow

If you are interested in learning more about Team Trust, visit https://dougthorpe.com/teamtrust or buy the Book.

nurturing trust can be accomplished by using this simple guide

And, if you would like to know more about the groups I facilitate, visit my peer-to-peer group page.

Defining Customer Service in 2022

Starting fresh in the new year might be a good time to rethink your views of customer service. For businesses of all sizes, the first question is simply “Who is my customer?”

The word customer usually applies to the end-user; the person paying for the goods or services. However, in larger corporate settings, your team’s customer may not be external at all. You may be serving an internal ‘customer.’

Either way, the notion that there is someone out there to consume or receive what you do should be important to review on a regular basis.

Small Business Coaching @ DougThorpe.com

The Myths

First, let’s do a little myth-busting about customers. Leading the list is the age-old favorite “The customer is always right.”

This myth was busted for me many years ago by Herb Kelleher, the infamous founding CEO of Southwest Airlines. Herb told a story one day.

There was this disgruntled and somewhat drunk customer waiting to board a flight at the Southwest hub in Dallas (their home). The weather had caused delays throughout the system. As one delay after another was announced, this one customer got more and more belligerent. He yelled at and belittled the gate agents. Then he event took to spewing abusive rants at fellow customers.

Finally, the flight was ready to board. He pushed his way to the front of the line, only to be greeted by two Dallas cops. They cuffed him and escorted him behind the line. The crowd in the terminal cheered.

Herb said while they (his crew at Southwest) made one customer really mad, they made 300 others very happy.

This stuck with me.

Myth #2 – ‘So long as customer needs are met, we’ve done our job well’

Supplying the customer with what they asked for is one thing, but in reality, it’s only half of the service. To build a real customer experience, it is all about how you make the customer feel — from the moment they become acquainted with your company, to the last interaction you have with them.

This includes everything from their surroundings and environment, your employees’ tone of voice, extra facilities, availability, the speed of service, and so on. Everything about the customer’s experience must be as close to perfect as possible (and yes, if something goes wrong, you can indeed still achieve this).

It is not enough to simply satisfy a customer’s primary request. The customer experience is made up of tons of micro-interactions that all influence how that person will see your brand. In short … it really is the little things that matter.

Myth #3 – ‘Our customer service should be built and governed by policies and procedures.’

Policies and procedures are indeed necessary for a business to run safely and smoothly, but following them rigidly to the letter can often be the reason a customer leaves dissatisfied. This might involve the hours that you’re open, your policy on returns, or a simple customer mistake based on human oversight. Rather than play rigidly by the rules, your employees should be empowered to make independent, on-the-spot decisions in favor of the customer, without consulting a more authoritative member of staff first.

Employee empowerment is not about breaking or ignoring the rules, but about bending the rules to keep customers happy. If employees are afraid of negative consequences such as losing salary, losing their job or simply being belittled, then your customer service will quickly become stagnant and unresponsive to customer needs. Instead, it must be creative, free-flowing, reactive, and dynamic as new solutions are sought every day.

Going out of the box to make customers happy lets them know you value their custom. It is naive to worry about what side-stepping rules and policies might cost you. These same customers are likely to return more frequently and spread the word of their experience to others, making this practice a worthy investment.

customer service

Myth #4 – ‘Low customer complaint numbers mean we are doing well.’

There are several flaws in this one. First, your complaint count might be low because your customers are too frustrated to care about reporting it.

Or, your customer service process may be so bad that the real complaints are not getting through. Either way, don’t get complacent about low complaint counts. Be sure you’re getting the right picture.

Ask questions. routinely, get in touch with your customers. Ask why they like working with you. Find out what they expect. Be sure you fully understand what they want, why they picked you, and what it will take for them to stay.

Myth #5 – ‘I can’t fire any customers. They’re too hard to find.’

This is a lie straight from Hell. A bad customer should be fired quickly. What is bad? Well, any customer who makes unrealistic demands on your time and the time of your team members. Any customer who expects to be first in line regardless of the other business you have in progress.

If you are delivering on your word and providing good service, a customer who constantly gripes and complains about the service should be fired. Plain and simple.

The time you take trying to coddle these clowns can best be used to land and support good customers.

New Year: Same Results?

Are you expecting better results but planning to do the same things? Now is the time to renew your thinking about your business. Review what worked well and what didn’t work.

Set a fresh course for where you want your business going in 2022. If you’d like to schedule a no-obligation discovery call to learn what business coaching can do for you, then click the button below.

Leaders: Setting a New Standard

best boss

Be a Better Boss

Welcome to 2022. Yes, we have entered a new year. Like many of you, I have reviewed my accomplishments and plotted a course for this new trip around the sun.

As for me, I have chosen a noble task.

I want to help 10,000 business leaders and company owners become Better Bosses. Let’s start with WHY.

For a long time, there has been a saying among HR professionals. “People join companies but quit bosses.”

Have you ever felt that way? I know I have.

The individuals who get promoted into management jobs and/or start businesses rely on chance and circumstance for ways to figure out how to lead a team. Experience tells me that most fail in some way or another.

I think it’s time we seriously focus on making our bosses be accountable for better behavior.

It’s Tradition

First, let’s be real. In western commerce and so-called ‘big business’, we have this strange tradition of promoting the brightest bulb on the string to be a supervisor when a spot comes open. The logic goes something like this.

“Sally is our best producer. She would be the best one to lead this team.”

WRONG! Instead, we usually end up ruining the best producer and frustrating the team because Sally doesn’t do well leading people. (No knock on Sally. It could be a Bill or a George here too.)

In the case of the entrepreneur, this person has an idea for a product or service. So they start a company. The idea takes off. Pretty soon the owner knows they need a bigger team to keep things going. Hiring begins and the fun starts.

Like the promoted high-performer, most small business founders seldom know how to manage people.

In both cases, you can hope for a collection of positive experiences with prior bosses to model good habits, but guess what? Those folks had their own journey arriving where they were. So did you really get a good lesson?

Nature or Nurture?

Then there is another thought. In the halls of most business schools, you can find a raging debate among academicians about whether leadership is born or bred, nature vs nurture.

I’m not going to rehash the whole debate here. Instead, I will say this. I have met and worked with clients who clearly have more natural talent to be a leader. They have a sixth sense of reading people and making decisions. They are comfortable at the podium speaking to a team or a whole organization.

These individuals do shine in positions of leadership, running companies. And, like professional athletes, they get better with coaching to help them refine the natural-born skills they seem to have.

I wanted to play sports in school. But growing quickly to six feet tall before any notion of hand-eye coordination kicked in limited my future in athletics. Obviously, I was NOT a natural-born athlete. The few things I’ve tried since then, like golf or tennis, have required hard work.

On the other hand, I have worked with clients who did not start with “natural” leadership ability. Instead, they embraced the need to be a leader. They worked hard to learn concepts, principles, and values they could use to become better leaders and, hence, better bosses.

Therefore, my observation is simply this. Some people may be born to be leaders and get better with training. Others can learn to be better leaders with the right coaching, hard work, and commitment.

Back to Human Resources

I knew a global HR professional who boldly led a charge to redesign his company’s entire HR role. His premiss said, “If we trained better managers, our people problems would go away.”

While the company didn’t accept the theory outright, they did permit him to test it with a large global project he was assigned to support. The results were never empirically proven, but the overall success was positive based on exit reviews and employee feedback.

The idea is solid. Better bosses can make a difference in the way work teams view the company. More importantly, it impacts the quality and quantity of work contributed by employees.

Today’s Situation

Add to the above factors the rapidly changing world of work today in the face of COVID lockdowns, remote working, and workforce change.

Studies are beginning to emerge wherein labor pools are voicing one common theme. People are tired of toxic cultures created by bad bosses. Here are a few of these studies:

Management teams who have historically ignored employee feedback are being systemically voted out of office. No, I don’t mean literally, because there is no such vote. But symbolically, they are receiving a “no confidence” vote from people walking off the job. The “Great Resignation” it is being called.

In essence, the modern workforce is saying “Enough!”

Should You Be Surprised?

If you are in a management position, now is the time to take action. There is always time to review what you do with your team. You can make a change.

Want to be a better boss? Here are a few tips to help get the journey started.

First, disconnect from the tradition and legacy of your company’s “less than” culture. Take a serious inventory of the standards enforced by tradition. Does the culture rely on command and control leadership styles?

More specifically, does the culture rely on any aspect of interaction that serves to diminish an employee’s status? Is it customary to always talk down to the people below you by job grade?

When an employee brings bad news, are they subjected to ridicule and admonishment?

Break that chain. Treat people with respect. No one deserves to be subjected to harsh emotional lashings for trying to do their job.

Next, decide on an intentional change in the way you look at your responsibilities.

Shift your thinking. Can you do more to represent your team? Are there better ways to show your support for them?

Then, upgrade your communication ability. Are you the best communicator you can be?

Step outside your own box for a moment and get a read on the way your messaging lands. Ask for some 360 feedback about your communication style and effectiveness.

Just because you say it, doesn’t mean people get it.

Make your communication a true two-way exchange. State your issues, then ask for feedback on the spot. You can start with a simple ask from your people, “Please tell me what I said, in your own words.”

Communication is King

Also, don’t rehearse tragedies.

This is a line I picked up from the hit TV show “Blue Bloods.” It means don’t dwell on the bad stuff going on. If something fails, make a one-time review of why, learn from it, then move on. Don’t keep dredging up the negativity.

With this also, never use a team or individual fail to justify a ‘public execution.’ Good people fundamentally know if they made an error. You as the boss, don’t have to keep reminding them of it.

Finally, learn how to read the room.

Pay attention to what is going on around you. If people seem on edge about a problem that is in front of them, you have to handle the problem first. Then you can announce a new piece of guidance or instruction. You can’t teach a sailor to tie a knot when the ship is sinking.

The New Year

Turning the page on the calendar is a great way to reset your own focus. Please take a moment to think about how you manage and lead your team.

Can you be a Better Boss? We all can do something to up our leadership game. Why not join me in making 2022 the year of the Better Boss?