Today is the third anniversary of a day registered by a friend of mine, Stephanie West Allen.
Today is What You Think Upon Grows Day.
This concept is hard to ignore and certainly isn't a new idea - witness Philippians 4:8 "Finally, brothers, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable, if anything is excellent or praiseworthy; think about such things."
Philosophers and writers have said in different ways through the centuries, and they are all correct.
What we think upon grows.
It isn't so hard.
Think about things you want and desire. Think about abundance not lack. Think about positive things.
Think about love.
Think about peace.
What You Think Upon Grows.
We can apply this in our lives personally, and we can model it with great power.
If I am a leader, how should I think about my team? By focusing on their faults, or by being mindful of their potential?
If I am a trainer, expecting great things from willing learners will get me mucfurtherer than assuming people don't want to be in the workshop.
If I am trying to be more creative, think creative thoughts.
Assume the best of the Customer making the unusual or challenging request, and you will render better service.
I could go on, but you get the idea - think about it.
Happy Anniversary to the day. Thanks Stephanie for making this happen.
To read more of Stephanie's thoughts on this concept, go to her article.
Tuesday, May 31, 2005
Tuesday, May 24, 2005
Who Drinks Tea at Starbucks Anyway?
I do.
Why? Because I don't drink coffee.
Yesterday morning I went into my local Starbuck's for a meeting and ordered a Grande Earl Grey tea, because, like I said, I don't drink coffee.
They were out of Earl Grey, so as I paid for my flavored hot water I said "just give me Awake", knowing that it is another good black tea flavor.
And they were out of it too.
I ended up drinking some herbal tea variety which was fine, but not the reason for blogging about the experience. I blog about it because as they handed me the Vente size (the big size - larger than I ordered), they also handed me my money back.
Some people, with a different perspective who might be having a bad day might have been quite peeved by this lack of inventory management. While I was inconvenienced I was happy to pay for my drink regardless of the flavor. But they insisted on giving me my money back.
It is a simple gesture, done automatically and without thought - in other words they didn't wait to see if I looked upset (I think I was quite pleasant) to offer the refund and no one went to a policy manual either.
It was simply good Customer focus and Customer service.
You may be thinking it is easy to give me my money back because their real cost was insignificant - a little water, a cup and two tea bags. And while that might be true, but if you stop at that you have missed the lesson.
Starbucks won more of my meetings, and many coffee and tea orders, even though I can't be on wireless internet access there for free, because of the gesture. Their residual revenue from my decision is significant.
They won more of my business for the gesture, but the gesture came from great hiring, training, and systems that made it a very pleasant and automatic service recovery.
And whether you drink coffee or not, you can learn from that.
Why? Because I don't drink coffee.
Yesterday morning I went into my local Starbuck's for a meeting and ordered a Grande Earl Grey tea, because, like I said, I don't drink coffee.
They were out of Earl Grey, so as I paid for my flavored hot water I said "just give me Awake", knowing that it is another good black tea flavor.
And they were out of it too.
I ended up drinking some herbal tea variety which was fine, but not the reason for blogging about the experience. I blog about it because as they handed me the Vente size (the big size - larger than I ordered), they also handed me my money back.
Some people, with a different perspective who might be having a bad day might have been quite peeved by this lack of inventory management. While I was inconvenienced I was happy to pay for my drink regardless of the flavor. But they insisted on giving me my money back.
It is a simple gesture, done automatically and without thought - in other words they didn't wait to see if I looked upset (I think I was quite pleasant) to offer the refund and no one went to a policy manual either.
It was simply good Customer focus and Customer service.
You may be thinking it is easy to give me my money back because their real cost was insignificant - a little water, a cup and two tea bags. And while that might be true, but if you stop at that you have missed the lesson.
Starbucks won more of my meetings, and many coffee and tea orders, even though I can't be on wireless internet access there for free, because of the gesture. Their residual revenue from my decision is significant.
They won more of my business for the gesture, but the gesture came from great hiring, training, and systems that made it a very pleasant and automatic service recovery.
And whether you drink coffee or not, you can learn from that.
Monday, May 9, 2005
Connect the Dots
Last week I facilitated a two day Internal Consulting Skills Workshop. As a part of that session we talked about expertise and how most people don't value the expertise they have.
One of the first things we need to do to be more successful in getting our expertise valued and used (a great way to think about consulting) is to value our own expertise.
I've thought about it a lot since the session ended - trying to convince people quickly that they under-estimate what they know.
Then I saw one of my daughter's coloring/activity books. Along with the pictures to color and other simple exercises, I saw a Connect the Dots puzzle.
From the context of the other lines/pictures on the page I had some idea what the picture would be when she connected the dots, but it wouldn't be clear until the pen went from 1, to 2, to 3, etc.
That is what we need to do - connect the dots. Our expertise, knowledge and perspective allows us to connect the dots for others.
As a leader, give people enough context and background to really understand a task or action plan, in other words, connect the dots. (This is equally important as a parent.)
When helping Customers, use your expertise not in a way of talking down to but in a serving and educational way. When the Customer understands your offering better in a more complete way they will value you what you have offered. You have connected the dots.
When teaching or training someone on something, whether as a trainer, coach, leader, parent or what ever, use examples. Give people an idea of the nature of the situation. Give background. Give additional data. Connect the dots.
In so many ways when we begin to value our expertise (recognize that not everyone already knows what you assume to be obvious) we become more confident, productive and valued. Recognize that I am not talking about becoming arrogant or condescending. In every case my suggestions come from a serving, helping perspective.
Your expertise can help others in dramatic ways, if you take the time to help them connect the dots.
One of the first things we need to do to be more successful in getting our expertise valued and used (a great way to think about consulting) is to value our own expertise.
I've thought about it a lot since the session ended - trying to convince people quickly that they under-estimate what they know.
Then I saw one of my daughter's coloring/activity books. Along with the pictures to color and other simple exercises, I saw a Connect the Dots puzzle.
From the context of the other lines/pictures on the page I had some idea what the picture would be when she connected the dots, but it wouldn't be clear until the pen went from 1, to 2, to 3, etc.
That is what we need to do - connect the dots. Our expertise, knowledge and perspective allows us to connect the dots for others.
As a leader, give people enough context and background to really understand a task or action plan, in other words, connect the dots. (This is equally important as a parent.)
When helping Customers, use your expertise not in a way of talking down to but in a serving and educational way. When the Customer understands your offering better in a more complete way they will value you what you have offered. You have connected the dots.
When teaching or training someone on something, whether as a trainer, coach, leader, parent or what ever, use examples. Give people an idea of the nature of the situation. Give background. Give additional data. Connect the dots.
In so many ways when we begin to value our expertise (recognize that not everyone already knows what you assume to be obvious) we become more confident, productive and valued. Recognize that I am not talking about becoming arrogant or condescending. In every case my suggestions come from a serving, helping perspective.
Your expertise can help others in dramatic ways, if you take the time to help them connect the dots.
Friday, May 6, 2005
Process, Project, or Panic?
I recently worked with one of my Clients, Indiana Farm Bureau, to discuss with their organization the differences between process and project work. I helped them uncover some differences and see how more and more of their work is becoming project based, rather than purely process driven. This realization that they are having is true in most organizations. More work is becoming project based.
Then, yesterday, a participant in an Effective Internal Consulting Skills workshop made a comment that struck me as profound.
She said, "I get called in for project work or panic work."
Panic work.
I'm guessing you either smiled or cringed as you read that phrase.
Far too many people in far too many organizations know what panic work is. We call it by other names: Urgent work, problems, or putting out fires, but we are all too familiar with it.
Panic work comes when our processes aren't well enough set, defined or followed. Panic work comes when we haven't established processes at all - or haven't changed them in 20 years.
Some people thrive on panic work - they love the challenge and the adrenaline rush that comes with solving the problem, satisfying the Customer in a dramatic "save" or otherwise "saving the day."
While people might profess to like it, it is one of the biggest challenges that organizations face. Too much of our work is panic work. We don't invest the time to build, document and/or improve standard processes. By having standards, we free ourselves to use that adrenaline for more creativity, new product development or delighting/Wowing Customers.
As more of our work becomes project based, the only way, paradoxically, that we can succeed is by making our processes more solid. This will reduce the panic work and allow us to use our potential to create even greater results.
Thanks to Patti Besuner for the phrase.
Then, yesterday, a participant in an Effective Internal Consulting Skills workshop made a comment that struck me as profound.
She said, "I get called in for project work or panic work."
Panic work.
I'm guessing you either smiled or cringed as you read that phrase.
Far too many people in far too many organizations know what panic work is. We call it by other names: Urgent work, problems, or putting out fires, but we are all too familiar with it.
Panic work comes when our processes aren't well enough set, defined or followed. Panic work comes when we haven't established processes at all - or haven't changed them in 20 years.
Some people thrive on panic work - they love the challenge and the adrenaline rush that comes with solving the problem, satisfying the Customer in a dramatic "save" or otherwise "saving the day."
While people might profess to like it, it is one of the biggest challenges that organizations face. Too much of our work is panic work. We don't invest the time to build, document and/or improve standard processes. By having standards, we free ourselves to use that adrenaline for more creativity, new product development or delighting/Wowing Customers.
As more of our work becomes project based, the only way, paradoxically, that we can succeed is by making our processes more solid. This will reduce the panic work and allow us to use our potential to create even greater results.
Thanks to Patti Besuner for the phrase.
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