How is your clientele?
Wednesday, October 14, 2009
"Clientele" - A Customer Service Verb
Management guru Tom Peter's wrote in a blog that businesses have wasted opportunities every day because they do not "clientele." He defined it: "to create a relationship-building encounter with your customer, so that the relationship with the store is better when she leaves than it was when she came in."
Thursday, April 9, 2009
The Spirit of Fellowship
Socrates was a strong believer in the idea of teamwork. He called the process "koinonia" - the spirit of fellowship. Another Mars Hill aficionado, the Apostle Paul, wrote of the same concept in the New Testament of the Bible, asking for those who followed the itinerant rabbi named Christ to strive for authentic community.
Here are Socrates seven steps to achieving this spirit of fellowship:
1. Establish dialogue. Present your ideas, but don't try to make everybody agree with them.
2. Exchange ideas. Have everybody present their ideas.
3. Don't argue. While people are presenting ideas, just take notes and focus on the person speaking.
4. Don't interrupt. Let participants say everything that is on their minds. Don't speak up while somebody else is presenting an idea.
5. Listen carefully. Otherwise, you might not get a full understanding of what a person is saying.
6. Clarify your thinking. Eliminate all your biases against others on the team. Any biases will cloud your judgment of some one's ideas.
7. Be honest. Say what's on your mind. The only way to establish trust is through honesty.
Monday, March 23, 2009
MSU President Leads the Way
Michigan State University President Lou Anna K. Simon was the featured speaker at the March, 2009, Howell Chamber "Good Morning Livingston."She was refreshingly positive and candid about MSU, their role in the higher educational landscape, and the current mindset of the current culture.
:: MSU - She reminded us of their founding principle, "Good enough for the powerful, open to the poorest." She referred to MSU as the "Magic Johnson" of universities. Magic was a fantastic scorer but he was also a key player who wanted to see his teammates succeed by providing them with assists.
:: Current Mindset and approaching solving problems - We need to adopt the philosophy of having Silver Buckshot solutions in a Silver Bullet world where people want immediate solutions. When we simply shoot with buckshot we will hit (solve) what we can and make mid course directions to solve the next one.
Friday, February 13, 2009
Choosing a Bright Outlook
Marcus Buckingham reflects on making the choice to be positive:
Thinking back on President Obama’s inauguration speech, I feel like it really set the tone for 2009 and thereafter. The first line of his speech—“I stand here today humbled by the task before us”—was a solemn reality check. His mention of the “gathering clouds and raging storms” that greet his new administration was clearly a warning that the road ahead will not be easy.
And yet.
And yet the speech was ultimately optimistic: “The challenges we face are real, they are serious and they are many... But know this, America: They will be met.” Along with the new president, I too believe that we can succeed even in these daunting times. And I assure you, the fastest way to overcome the obstacles we face now is for people to offer up and contribute the very best of themselves to their country, their organizations, their teams, their families. President Obama signaled that he will put the need for service front and center in his presidency, encouraging those who demonstrate “the spirit of service: a willingness to find meaning in something greater than themselves.”
It will take hard work, a redoubling of our efforts. Now is not the time to cry, “woe is me” but rather, “what more can I do? How can I help? How else can I serve?”
In closing his inaugural address, President Obama reminded us that “there is nothing so satisfying to the spirit, so defining of our character as giving our all to a difficult task.” You could say that it’s the mission of the Strengths movement to make everyone see the truth of that statement.So in the coming year, know that the commitment to give your all, and more importantly, to give the best of you, will strengthen our economy and strengthen our collective spirit. The challenges will be met.
Thinking back on President Obama’s inauguration speech, I feel like it really set the tone for 2009 and thereafter. The first line of his speech—“I stand here today humbled by the task before us”—was a solemn reality check. His mention of the “gathering clouds and raging storms” that greet his new administration was clearly a warning that the road ahead will not be easy.
And yet.
And yet the speech was ultimately optimistic: “The challenges we face are real, they are serious and they are many... But know this, America: They will be met.” Along with the new president, I too believe that we can succeed even in these daunting times. And I assure you, the fastest way to overcome the obstacles we face now is for people to offer up and contribute the very best of themselves to their country, their organizations, their teams, their families. President Obama signaled that he will put the need for service front and center in his presidency, encouraging those who demonstrate “the spirit of service: a willingness to find meaning in something greater than themselves.”
It will take hard work, a redoubling of our efforts. Now is not the time to cry, “woe is me” but rather, “what more can I do? How can I help? How else can I serve?”
In closing his inaugural address, President Obama reminded us that “there is nothing so satisfying to the spirit, so defining of our character as giving our all to a difficult task.” You could say that it’s the mission of the Strengths movement to make everyone see the truth of that statement.So in the coming year, know that the commitment to give your all, and more importantly, to give the best of you, will strengthen our economy and strengthen our collective spirit. The challenges will be met.
Thursday, August 14, 2008
Lencioni's One Piece of Advice
If you were to give a new team leader one piece of advice what would it be?
(Lencioni) Take the risk of being vulnerable with the people you lead. That means, be open about who you are, what your concerns are, what your strengths and weaknesses are. Be human, and they will trust you.
Monday, August 4, 2008
Lencioni on Poorly Performing Team Members
That depends on whether the person has a true performance problem or a behavioral/values one. Most of what I’m about to say pertains to behavior, though it could also be used, with a little modification, for those who are just not producing.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
First piece of advice to a manager: tell the team member he is underperforming. So many times people are not aware of their situation because managers shy away from giving them direct feedback, especially if it’s negative.
If, after direct communication, the situation doesn’t improve, make sure the underperformer knows that you’re willing to make a change to the team—that is, let him go—if things don’t improve. Do it kindly, helpfully, but clearly.
When people know that a leader is willing to make radical changes—like booting someone—they’re more likely to focus on improving. When they think they are indispensable or that the manager would never pull the trigger, they have little incentive to change.
One of three things should happen next. Either the employee will improve, he will leave the organization on his own because he sees that he can’t be successful, or he’ll need to be helped out the door. In most cases, one of the first two situations will happen, and only rarely will a manager have to fire someone.
Finally, throughout this process, communicate with the underperformer with the assumption that he really wants to improve. In most cases, that’s the reality. Doubting someone’s intentions only increases the likelihood that he won’t see the possibility of success.
Tuesday, July 8, 2008
Lencioni on Teams
Patrick Lencioni interview: Question, "Why are so many teams dysfunctional?"
In spite of the proliferation of teams, real teamwork remains elusive in most organizations. Teams fall victim to dysfunction because they are made up of human beings, and we are inherently messy, fallible creatures.
Unless a leader gives people a reason to do otherwise, we tend to look out for our own best interests, and not necessarily those of the team. Teams will never be easy because of this.
Add the fact that managers and leaders often leave team issues untreated, hoping they will work themselves out without any heavy lifting, and you’ve got a recipe for dysfunction.
In spite of the proliferation of teams, real teamwork remains elusive in most organizations. Teams fall victim to dysfunction because they are made up of human beings, and we are inherently messy, fallible creatures.
Unless a leader gives people a reason to do otherwise, we tend to look out for our own best interests, and not necessarily those of the team. Teams will never be easy because of this.
Add the fact that managers and leaders often leave team issues untreated, hoping they will work themselves out without any heavy lifting, and you’ve got a recipe for dysfunction.
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