Posted: September 27, 2018 | Categories: Leadership, Team Building

I work with organizations and teams that have a strong desire to operate at top performance.  While there are many attitudes, skills, and behaviors that need to be in place, one attribute that is often overlooked is being approachable.  In his classic book, “How to Win Friends and Influence People”, Dale Carnegie said, “The expression we wear on our face is more important than the clothes we wear on our back.”  What is the expression on your face at rest?  Is there a sparkle to it, or do you tend to have a more stern look.  Here is a story for you:

Many years ago, I was facilitating some leadership training, and the class consisted mostly of small business owners.  Cliff was one of the owners.  He ran an HVAC business, and years ago he was struggling to motivate his team.  A friend made a suggestion:  “Why don’t you change the expression of your face at rest?  You will find your people are more comfortable approaching you.  Right now, it seems like they are avoiding you”.  Cliff took the suggestion to heart.  It was hard to get into the habit of always having a pleasant expression.  He stuck with it, It was two years before he firmly formed the habit.  It paid off.  He said it was the most important decision he had even made since going into business.  As more people approached him, the communication opened up.  With more communication came more teamwork and problem solving.  Think about it.  When you go in to a store, and everyone is smiling, take note of the boss.  He or she is probably smiling.  Conversely, if you walk in and see glum looks on everyone, take a look at the person in the mezzanine.  Be prepared for Mt. Rushmore!

Posted: September 7, 2018 | Categories: Customer service, Leadership, Management, Team Building

If we want our product or service to be competitive and profitable, we need to deliver on time, within budget, and meet quality requirements.  To consistently achieve these objectives, there is one area I am finding increasing frustration:  Management of vendors and subs.  Since these folks are not on the payroll, we do not have the line authority and control that we do over our own employees.

In my 40 years of coaching and training, there is one business owner that stands out as the best vendor/sub manager I have ever known.  His name was John, and he was a contractor.  He built homes in the $1 million-plus range and was famous for always finishing the home on time and within budget.  He also had customers who were “wowed” and eager to refer him to their friends.  John’s recipe was simple:  He knew the four steps of project management:

1. Begin with the end picture in mind.

2.  List every single task and activity that needs to be done.  Prioritize the items and put them                                                  in sequence.

3.  Plan each task.  Negotiate and set deadlines with your subcontractors.

4.  Hold your team accountable

As simple as it sounds, it is not easy.  John’s strength was in step #4:  Holding people accountable.  If a sub committed to a time and date, John expected the sub to be there.  He was not a harsh man.  He simply went by the “Four F’s”:  Firm, Friendly, Frank and Fair.  I role-played with him in class to challenge him.  I played a sub that was trying to re-schedule a date I had committed to.  John said to me, “Steve, that isn’t going to work.  Here is why:  We are a team with a reputation of doing things right and on time.  If you don’t do your work here on Tuesday, that will set our job behind.  It would compromise our reputation.  You don’t want that.  Neither do I.  I want you to go back to your schedule and work it out, Steve.  I am counting on you to be there on Tuesday as we have agreed.”

That’s leadership!

Posted: June 11, 2018 | Categories: Leadership, Team Building

For many years I have worked with a highly successful entrepreneur who knows how to lead.  His turnover is very low, and by all measures the productivity of his team is outstanding.  One of the most remarkable qualities this man (George) possesses is the ability to build consensus and bring his team in to total alignment.

Last week, George was tossing around a business decision that he knew would affect the routine and schedule of his staff.  In his monthly all-staff meeting this week, he introduced the idea to the 7 managers in the room.  Six were in favor and one was not.  George began asking questions to stir up the dialogue.  In an atmosphere of mutual respect, they began expressing their thoughts and defending their positions.  When one talked the others listened well.  Throughout the conversation I could sense the positive energy and synergy.  The one dissenting opinion was now enthusiastically in the positive column.  Rather than digging in on his position, he listened and weighed the other positions and ideas.  The team had all come together and displayed an eager attitude to move forward.  They were all bought in and committed.

George demonstrated that valued leadership quality of gaining enthusiastic cooperation.  Rather than simply give directives, he “let the game come to him.”  Whenever appropriate and possible, we should do the same.  It is an important step towards building a top-performing team.

Posted: May 1, 2018 | Categories: Leadership, Management, Team Building

You may have heard the expression that meetings are where “minutes are kept and hours are lost.”  We are all keenly aware of this maxim when we are part of a meeting that lasts far too long and accomplishes nothing.

About three years ago I was able to experience the work of an excellent meeting facilitator.  I was serving on a board, and Rick was the Chairman.  Each monthly meeting was scheduled for 60 minutes, and during Rick’s two-year term, there was never a meeting that was so much as a minute over.  Here is the best part:  None of us board members every felt rushed, and the meetings were some of the most productive I have ever attended in my career.  How did he do it?  Here are the steps he followed.

1. He handed out a simple, printed agenda:  
2. He went through each item and generated a discussion that opened us up and made it comfortable for everyone to give input.
3. After a time, the discussion would start to get repetitive.  Rick knew right when to intercede.  He would say, “If I may summarize, what I hear you saying is…”  He was usually right on because he was an excellent listener.
4. After summarizing the discussion, he would ask for a plan of action that involved commitment from the members.  They knew they would be held accountable to report in the next meeting. 
5. After summarizing each discussion and recapping the specific action steps:  Meeting adjourned.  Right on time!

I know, it sounds easy.  It isn’t.  Above are the fundamentals.  The rest is up to us. (Practice)

Posted: March 13, 2018 | Categories: Leadership, Team Building

I work with companies to help build high-performing teams.  The simple formula for leading a talented and competent team to its highest level is:  OWNERSHIP, CLARITY, AND ACCOUNTABILITY built on a solid foundation of trust.  I focus heavily on building team trust.  Without it, a team will fail.

Here is an illustration:  Last week, Jared Diamond wrote an article in the WSJ about the Chicago Cubs and the way they attract free agents.  He gave the example of free agent pitcher Tyler Chatwood.  Before his first meeting with the Cubs, he was anticipating a big sales pitch about how great the team is.  They took a whole different approach.  As Mr. Diamond put it, ”Theo Epstein and general manager Jed Hoyer took the conversation in a direction that surprised and disarmed Chad.  They recommended the best physicians and hospitals in the area for his pregnant wife.”  They did not talk about baseball.  Instead, they showed a genuine interest in him and his family.

Chad signed a three-year, $38 million contract with the Cubs.

“This is the secret weapon that enables the Cubs to practically hand-select talent:  a compelling personal touch that goes beyond a player’s value on the field. “, said Diamond.

And how about the bottom line?  The Cubs frequently are not the highest bidder when they acquire a free agent.  The Cubs have figured out that even though you can’t buy happiness, showing a genuine interest in people and their family can greatly increase your batting average!