I have the opportunity to train and coach people on problem solving with some regularity. In fact, we recently built a one day customized problem solving and decision making workshop for one of our great Canadian Clients, OPTI Canada.
In the workshop we talked about a problem solving mindset, what gets in our way, a problem solving process, and much more.
Nothing we taught could be any more powerful than this quotation from Norman Vincent Peale,
"Believe it is possible to solve your problem. Tremendous things happen to the believer. So believe the answer will come. It will."
An open mind, a clear problem statement, the right people involved, and a good problem solving process are all important.
But always remember to start with the belief that the problem can and will be solved.
Thursday, December 21, 2006
Tuesday, December 12, 2006
Customers 1, Experts 0
Last night I heard on television and this morning I read online about the NBA's decision to go back to the old ball on January 1 for the rest of the year.
All of the new ball/old ball story can be referenced from this post, where I talk about the problem with the new ball from an important perspective - the perspective of the players (i.e. the Customers).
The good news of this change back, is that much like what Coca-Cola learned with New Coke; better is defined first, and most importantly by the Customer, not by management, the experts or anyone else.
Kudos to the NBA for rethinking their decision and kudos to the players for speaking their discontent.
The score?
Customers 1, Experts 0.
The NBA will no doubt reopen their look at an improved ball. Here's hoping they learned their lesson and include their Customers in the process next time.
Are you including your Customers (both internal and external) in your perceived process and product improvements?
Friday, December 8, 2006
Who is the Customer? Who Has the Ball?
In the National Basketball Association, the players have it (the ball).
And this year the League has introduced a new ball - it is constructed differently and is made of a synthetic substance rather than leather (is nothing sacred?!?)
The ball was developed and introduced to have more consistency in the way it handles and bounces. According to the experts (the players) it hasn't achieved those goals. In fact some players are actually getting small cuts on their fingers from the balls.
The Players Union has filed a grievance over the new ball and concurrently (perhaps because of the grievance?) the League has sent the balls back for further testing.
According to the New York Times in this article, (free registration maybe required) David Stern, the League's Commissioner has said, "I won't make a spirited defense with respect to the ball. In hindsight, we could have done a better job. I take responsibility for that."
He added: "If our players are unhappy with it, we have to analyze to the nth degree the cause of their unhappiness. Everything is on the table. I'm not pleased, but I'm realistic. We've got to do the right thing here. And of course the right thing is to listen to our players. Whether it's a day late or not, we're dealing with this."
Duh.
Who is the Customer here?
The NBA I'm sure thinks about the paying fan, the media and more as their paying Customers. However like any other business they have internal customers and stakeholders - all of whom are critical to meeting the external (paying customer's needs).
Who is the Customer of the ball?
The players of course.
The NBA made the same error that many of us make. We don't think about, and meet the needs of our internal customers.
I don't know if the new ball is better or not - but I do know that part of the definition of better must come from the customers of the product - in this case the players.
How clear are you on the expectations and needs of your internal customers?
How will meeting those needs more completely improve your results with your paying customers?
And this year the League has introduced a new ball - it is constructed differently and is made of a synthetic substance rather than leather (is nothing sacred?!?)
The ball was developed and introduced to have more consistency in the way it handles and bounces. According to the experts (the players) it hasn't achieved those goals. In fact some players are actually getting small cuts on their fingers from the balls.
The Players Union has filed a grievance over the new ball and concurrently (perhaps because of the grievance?) the League has sent the balls back for further testing.
According to the New York Times in this article, (free registration maybe required) David Stern, the League's Commissioner has said, "I won't make a spirited defense with respect to the ball. In hindsight, we could have done a better job. I take responsibility for that."
He added: "If our players are unhappy with it, we have to analyze to the nth degree the cause of their unhappiness. Everything is on the table. I'm not pleased, but I'm realistic. We've got to do the right thing here. And of course the right thing is to listen to our players. Whether it's a day late or not, we're dealing with this."
Duh.
Who is the Customer here?
The NBA I'm sure thinks about the paying fan, the media and more as their paying Customers. However like any other business they have internal customers and stakeholders - all of whom are critical to meeting the external (paying customer's needs).
Who is the Customer of the ball?
The players of course.
The NBA made the same error that many of us make. We don't think about, and meet the needs of our internal customers.
I don't know if the new ball is better or not - but I do know that part of the definition of better must come from the customers of the product - in this case the players.
How clear are you on the expectations and needs of your internal customers?
How will meeting those needs more completely improve your results with your paying customers?
Saturday, October 28, 2006
More Workers Playing Hooky
That is the title of the short article in the Indianapolis Star's Business Section this morning. It is a story from the Associated Press that cites a survey conducted for CCH by the Harris Interactive consulting firm. The results?
Unscheduled absenteeism is at its highest point since 1999. The rate is 2.5%.
2.5 % of people won't be at work tomorrow, even if they said they would be when they leave work today.
If you are thinking that people can get sick and that is most of the reason for these absences, according to the survey you would only be right 35% of the time. Personal needs (18%), stress (12%) and the "entitlement mentality" (11%) are some of the other major reasons cited for unscheduled absence.
As I read this short piece all I could think about was the conversation I had with a potential Client yesterday. I was called to come and talk about improving or increasing the engagement of the staff.
Engagement.
People who are engaged in their work, who are passionate and truly care about their work don't take days off for inconsequential things and they certainly don't do it because they feel entitled to the time off.
Some people will read these statistics and think about how people taking unscheduled time off hurts their staffing levels and their ability to provide good Customer Service. They will be right.
Some people will look at the overall labor market and see that as jobs get easier to come by, people are more willing to take the extra time off. I'm guessing in some parts of the country this might be a contributing factor.
Some people will read these statistics and blame it on the younger workers, thinking, "They just don't care like people used to." I don't personally think this is true, but it is a valid perspective.
In the end though I don't think about any of those things. I think about opportunity.
As leaders we have an opportunity to engage our people more fully in their work. When we do they will become more productive, achieve more, and enjoy their work more. They will also come to work when they are scheduled to be there. They'll take Cal Ripken - baseball's all time consecutive games played record holder - as their role model, rather than Ferris Bueller.
We can engage others more fully in their work. When we do those things we are benefiting our business, but we are also benefiting the individual greatly. They will be happier and healthier, and they will choose to come to work because their work is contributing in positive ways to their life.
If you aren't a leader, you can still choose to be engaged or find new work that does engage you.
How engaged are you?
What could you do to become more personally engaged in your work?
The percentages in this survey in 2007 may go down. I hope that if they do the reason is because leaders around the country have taken the challenge to engage people more fully in their work.
Unscheduled absenteeism is at its highest point since 1999. The rate is 2.5%.
2.5 % of people won't be at work tomorrow, even if they said they would be when they leave work today.
If you are thinking that people can get sick and that is most of the reason for these absences, according to the survey you would only be right 35% of the time. Personal needs (18%), stress (12%) and the "entitlement mentality" (11%) are some of the other major reasons cited for unscheduled absence.
As I read this short piece all I could think about was the conversation I had with a potential Client yesterday. I was called to come and talk about improving or increasing the engagement of the staff.
Engagement.
People who are engaged in their work, who are passionate and truly care about their work don't take days off for inconsequential things and they certainly don't do it because they feel entitled to the time off.
Some people will read these statistics and think about how people taking unscheduled time off hurts their staffing levels and their ability to provide good Customer Service. They will be right.
Some people will look at the overall labor market and see that as jobs get easier to come by, people are more willing to take the extra time off. I'm guessing in some parts of the country this might be a contributing factor.
Some people will read these statistics and blame it on the younger workers, thinking, "They just don't care like people used to." I don't personally think this is true, but it is a valid perspective.
In the end though I don't think about any of those things. I think about opportunity.
As leaders we have an opportunity to engage our people more fully in their work. When we do they will become more productive, achieve more, and enjoy their work more. They will also come to work when they are scheduled to be there. They'll take Cal Ripken - baseball's all time consecutive games played record holder - as their role model, rather than Ferris Bueller.
We can engage others more fully in their work. When we do those things we are benefiting our business, but we are also benefiting the individual greatly. They will be happier and healthier, and they will choose to come to work because their work is contributing in positive ways to their life.
If you aren't a leader, you can still choose to be engaged or find new work that does engage you.
How engaged are you?
What could you do to become more personally engaged in your work?
The percentages in this survey in 2007 may go down. I hope that if they do the reason is because leaders around the country have taken the challenge to engage people more fully in their work.
Tuesday, October 10, 2006
A Lesson at the Deli Counter
I overheard a conversation between two employees at the deli counter at my local grocery store recently. The younger of the two women was talking about how people can't be trusted any more. "It's not like it used to be," she said (though she seemed hardly over 25), "People will say or do anything - you can't trust anyone."
"That's why I have just a small circle of friends, and beyond that, I'd just as soon be a hermit."
Her older colleague, listened carefully, then tried to end the conversation by saying, "That may be true, but that isn't going to stop me from talking to people."
I've had a hard time getting this conversation out of my mind.
The belief that "people can't be trusted anymore" is altering woman #1's life. It will impact her ability to be successful at work, build satisfying relationships, and navigate life easily. Her statement about being a hermit shows the depth of her belief.
It isn't my goal in this short post to convince you that her belief is incorrect, but rather to have you reflect on the power our beliefs have on our performance and results.
What beliefs are aiding or hindering your personal and professional progress? Have you consciously chose those beliefs or are they operating as filters in your life without adequate examination?
These are questions worth considering.
No one can do this for you, you must consider them yourself.
"That's why I have just a small circle of friends, and beyond that, I'd just as soon be a hermit."
Her older colleague, listened carefully, then tried to end the conversation by saying, "That may be true, but that isn't going to stop me from talking to people."
I've had a hard time getting this conversation out of my mind.
The belief that "people can't be trusted anymore" is altering woman #1's life. It will impact her ability to be successful at work, build satisfying relationships, and navigate life easily. Her statement about being a hermit shows the depth of her belief.
It isn't my goal in this short post to convince you that her belief is incorrect, but rather to have you reflect on the power our beliefs have on our performance and results.
What beliefs are aiding or hindering your personal and professional progress? Have you consciously chose those beliefs or are they operating as filters in your life without adequate examination?
These are questions worth considering.
No one can do this for you, you must consider them yourself.
Thursday, September 28, 2006
Manners and Customer Service
Someone recently posed the question to me, "Can we get "jerks" to give good Customer Service? I mean with the overall decline in manners, how can we expect service to be excellent?"
Whew. There is a lot of beliefs dripping around the edges of that question!
My first point would be that if you think you have "jerks" on your team - or think that "jerks" are all you can find to hire, that you are in deep you-know-what before you ever move forward. Leaders need to have a positive expectation of people first and foremost. But let me get off my soapbox there and talk about the rest of the question - which hinges on the connection between manners and Customer Service.
While there's definitely a connection between customer service and manners, good customer service is about a lot more than good manners alone. Good Customer Service requires processes and procedures and tools that will enable good Customer Service. It requires leadership that makes customer service a priority and that empowers employees who work directly with Clients and Customers to make decisions.
Often leaders have expectations about how the Customer will be treated but never share those expectations with employees. They may be thinking "this is so obvious; we don't need to focus on this with our people because they know how to treat others."
Great Customer Service is more than knowing how to treat people; it's more than being nice. It's having processes and procedures in place from the beginning. It's knowing what to do - plus knowing how and when to do it. Customer service declines within an organization when those in leadership positions decline to make customer service a priority.
Those were my initial thoughts to the question posed to me... What do you think?
Whew. There is a lot of beliefs dripping around the edges of that question!
My first point would be that if you think you have "jerks" on your team - or think that "jerks" are all you can find to hire, that you are in deep you-know-what before you ever move forward. Leaders need to have a positive expectation of people first and foremost. But let me get off my soapbox there and talk about the rest of the question - which hinges on the connection between manners and Customer Service.
While there's definitely a connection between customer service and manners, good customer service is about a lot more than good manners alone. Good Customer Service requires processes and procedures and tools that will enable good Customer Service. It requires leadership that makes customer service a priority and that empowers employees who work directly with Clients and Customers to make decisions.
Often leaders have expectations about how the Customer will be treated but never share those expectations with employees. They may be thinking "this is so obvious; we don't need to focus on this with our people because they know how to treat others."
Great Customer Service is more than knowing how to treat people; it's more than being nice. It's having processes and procedures in place from the beginning. It's knowing what to do - plus knowing how and when to do it. Customer service declines within an organization when those in leadership positions decline to make customer service a priority.
Those were my initial thoughts to the question posed to me... What do you think?
Monday, August 14, 2006
Relationship Lessons from Another Language
In the April 2006 issue of Fast Company, there is an article about Dan Mintz, an American who has become a very successful businessperson in China. (You can read the full article here.) Early in the article a Chinese word is introduced - guanxi (pronounced gwan-she). According to the article, it is literally translated as "relationship building", but in practice it means "carefully cultivated clout, a culturally calibrated measure of respect, influence, and honor." The article goes on to say that it is a personal as well as political form of capital.
I've long been interested in learning words from other languages because it is through language that we create understanding. It is no coincidence that our vocabulary and our intelligence are closely linked - the more words we have in our mind the easier it is to express our thoughts and to think in new ways.
Guanxi is a word that does this for me - it expands my thoughts about relationship building. Relationship building is an important part of our lives in many ways - within the last two weeks I have had conversations or done training where relationship building has been discussed connected to Customer Service (even in very short relationships), consulting, leadership, facilitation, and sales. I'm sure you could expand this list and it doesn't even yet include our personal and family relationships.
So here are two questions for you: In the relationships you are working to build now, how would the components of guanxi - respect, influence, and honor - influence your behaviors and choices? Do you think about those factors when building a relationship?
I encourage you to think about those components in the coming days. Recognize that if you want to gain respect, influence, and honor, you will do best by focusing on giving those things first.
Build relationships by putting the other person first - respect them at higher levels, influence them not for your gain but for theirs, and honor them highly.
The dual lesson in this post for me is both the power of the insight gained by adding a new component to relationship building and that these insights came from a new word I learned from another language. I encourage both to think about the lessons of guanxi - both in terms of relationships and vocabulary.
I've long been interested in learning words from other languages because it is through language that we create understanding. It is no coincidence that our vocabulary and our intelligence are closely linked - the more words we have in our mind the easier it is to express our thoughts and to think in new ways.
Guanxi is a word that does this for me - it expands my thoughts about relationship building. Relationship building is an important part of our lives in many ways - within the last two weeks I have had conversations or done training where relationship building has been discussed connected to Customer Service (even in very short relationships), consulting, leadership, facilitation, and sales. I'm sure you could expand this list and it doesn't even yet include our personal and family relationships.
So here are two questions for you: In the relationships you are working to build now, how would the components of guanxi - respect, influence, and honor - influence your behaviors and choices? Do you think about those factors when building a relationship?
I encourage you to think about those components in the coming days. Recognize that if you want to gain respect, influence, and honor, you will do best by focusing on giving those things first.
Build relationships by putting the other person first - respect them at higher levels, influence them not for your gain but for theirs, and honor them highly.
The dual lesson in this post for me is both the power of the insight gained by adding a new component to relationship building and that these insights came from a new word I learned from another language. I encourage both to think about the lessons of guanxi - both in terms of relationships and vocabulary.
Wednesday, August 9, 2006
Resistance and Change
In consulting and working with organizations regarding change, a major concern surfaces when I hear questions like:
"What do we do about the resistors?"
"How do we lower the resistance?"
"What if people don't buy-in?"
It is our natural inclination to deal with resistance by combating it, "pushing back" or in some other way getting defensive. We know from our experience that rarely works. And while we know those approaches don't work, we resort to them anyway.
In my experience you will only change your response to the resistance when you view the resistance differently. We encounter three basic initial responses when sharing a change with others:
- Acceptance
- Resistance
- Apathy
Assuming you'd pick acceptance as your first choice, let me ask you a question - would you prefer resistance or apathy? While you might be tempted to think apathy - after all in the moment of conversation that might be easier - in the end you know you don't want apathy either.
When people are apathetic they don't care. When people are resistant, they are engaged, just not sold.
The next time you encounter resistance, remember this mathematical equation,
resistance = engagement
then respond to the resistance you encounter hopefully, openly and eagerly. Your new response will not only be more pleasant, it will be more successful.
Monday, August 7, 2006
Customer Service Made Simple
On Saturday I was delivering some Customer Service training to the parking, gates and security staff for the 150th Indiana State Fair. Whenever I work with groups on this important topic, I try to find ways to help them see that it is the Customer who writes their paycheck.
In both sessions, after thinking I had already made this point clearly, I tried again, by asking this question:
How would you treat each Customer if you knew that their full $6 ticket price was going into your pocket?
In the morning session, I heard, "I'd say thank you. Thank you VERY much. And please come again."
In the afternoon session, I heard, "I'd treat them like gold."
There it is. Most everything we need to know about Customer Service emanates from those two answers: thank them and value their business, and treat them like gold.
It is easy to treat "nice" and "pleasant" Customers this way. It is our job when serving Customers to treat them ALL that way (even when they are mean, grumpty and irrational). We may not get their full $6 ticket fee, but without them we don't get any check at all.
In both sessions, after thinking I had already made this point clearly, I tried again, by asking this question:
How would you treat each Customer if you knew that their full $6 ticket price was going into your pocket?
In the morning session, I heard, "I'd say thank you. Thank you VERY much. And please come again."
In the afternoon session, I heard, "I'd treat them like gold."
There it is. Most everything we need to know about Customer Service emanates from those two answers: thank them and value their business, and treat them like gold.
It is easy to treat "nice" and "pleasant" Customers this way. It is our job when serving Customers to treat them ALL that way (even when they are mean, grumpty and irrational). We may not get their full $6 ticket fee, but without them we don't get any check at all.
Friday, July 7, 2006
ABC's of Customer Recovery
We all make mistakes - including with Customers. We will upset them, overcharge them, mess up their service, or wrong them in some other way. Not because we want to or mean to, but because it happens.
One of the truths about exceptional Customer service is that the story isn't over when we make a mistake. The story doesn't have to end there. If we recover gracefully and successfully, we may have a more loyal Customer than we did before we made the mistake.
If you want some great suggestions on Customer Service Recovery, read this post on the The Business Management Blog Resource. It contains 26 suggestions - one for each letter of the alphabet to help you recover more successfully.
Thanks to Bud Bilanich for pointing me to this great post.
One of the truths about exceptional Customer service is that the story isn't over when we make a mistake. The story doesn't have to end there. If we recover gracefully and successfully, we may have a more loyal Customer than we did before we made the mistake.
If you want some great suggestions on Customer Service Recovery, read this post on the The Business Management Blog Resource. It contains 26 suggestions - one for each letter of the alphabet to help you recover more successfully.
Thanks to Bud Bilanich for pointing me to this great post.
Tuesday, June 6, 2006
6 Ways to Create More Play at Work
Last year, on the 6th of May (the day after 5/5/05) I made a note to post something special on 6/6/06. And thanks to additional prompting from the fabulous Rosa Say, I'm sharing six ways to create more play at work.
When Rosa suggested that topic for today, I loved it. Specifically, Rosa challenges us to think of 6 ways to put more play in our lives. I've taken her good idea and extended it to work. Since we spend such a large percentage of our time doing it, we should be consciously looking for ways to make work more full of play too. It is a topic worth exploring and it is a topic I care about.
Here then are six ways to bring more playfulness into the workplace.
Some of these are easy and can be implemented by anyone, starting today. Others might take some influencing, and some while they can be introduced by anyone will need more support throughout the organization. Regardless, you can take action towards any of these today.
Take one of these ideas specifically, or do something else that you think of.
Use this day, whenever you read it, to remind to you put playfulness into your work.
When Rosa suggested that topic for today, I loved it. Specifically, Rosa challenges us to think of 6 ways to put more play in our lives. I've taken her good idea and extended it to work. Since we spend such a large percentage of our time doing it, we should be consciously looking for ways to make work more full of play too. It is a topic worth exploring and it is a topic I care about.
Here then are six ways to bring more playfulness into the workplace.
- Put a candy bowl on your desk.
- Place a toy on your desk, or put some toys in each of your meeting rooms.
- Put clay or playdough on the tables for the next training you attend (whether you are the trainer or not!)
- Laugh more often, and encourage laughter around you - remember that business is too important to take seriously.
- Make sure to do some of the things you are best at each day. (See this post for more thoughts on this idea.)
- Stage a monthly celebration - whether for birthdays, successes, or whatever - do something to celebrate regularly.
Some of these are easy and can be implemented by anyone, starting today. Others might take some influencing, and some while they can be introduced by anyone will need more support throughout the organization. Regardless, you can take action towards any of these today.
Take one of these ideas specifically, or do something else that you think of.
Use this day, whenever you read it, to remind to you put playfulness into your work.
Tuesday, May 23, 2006
Give Me the Choice
Any restaurant spends significant time creating a wide and varied menu, because they know their Customers want choices. They select a wide variety of beverages, perhaps even concocting their own new ones, again with the purpose of giving their Customers choices. They also train their wait staff to talk about the daily specials, make suggestions and in general to provide options.
The investment in inventory, menus, creativity and training required to do all of these things is sizeable.
And yet, far too often we as Customers don't have the choice on something that would cost them nothing.
The wait staff provides you great service and checks in on you several times during your meal. They even come by and begin clearing plates. . . . but they don't leave the bill.
If I have the bill and want to stay and visit, I have the choice. But if I am in a bit more of a hurry, I don't have that choice, until they bring me the bill or I flag them down.
I know, some people may not bring the bill because they don't want to rush people, but that can be alleviated with a quick comment. "Feel free to stay and visit as long as you'd like, I'll leave the bill for you and I'll take care of it whenever you are ready."
The same courtesy that is shown throughout the meal can be shown now, and I as the Customer can have the choice.
Perhaps no one else feels as I do about this, but I do know, that this is one of many things we can do to improve Customer Service without implementing a new program or spending a bunch of time or money.
This message is for more than those who own or manage restaurants.
Think about the choices you offer your Customer. Think about that throughout their experience from the very beginning all the way to the very end. As important as a first impression is, the final experience will be long remembered as well.
The investment in inventory, menus, creativity and training required to do all of these things is sizeable.
And yet, far too often we as Customers don't have the choice on something that would cost them nothing.
The wait staff provides you great service and checks in on you several times during your meal. They even come by and begin clearing plates. . . . but they don't leave the bill.
If I have the bill and want to stay and visit, I have the choice. But if I am in a bit more of a hurry, I don't have that choice, until they bring me the bill or I flag them down.
I know, some people may not bring the bill because they don't want to rush people, but that can be alleviated with a quick comment. "Feel free to stay and visit as long as you'd like, I'll leave the bill for you and I'll take care of it whenever you are ready."
The same courtesy that is shown throughout the meal can be shown now, and I as the Customer can have the choice.
Perhaps no one else feels as I do about this, but I do know, that this is one of many things we can do to improve Customer Service without implementing a new program or spending a bunch of time or money.
This message is for more than those who own or manage restaurants.
Think about the choices you offer your Customer. Think about that throughout their experience from the very beginning all the way to the very end. As important as a first impression is, the final experience will be long remembered as well.
Saturday, April 29, 2006
A Shuttle Ride and a Customer Service Lesson
I got on a rental car shuttle bus at Houston's Bush Intercontinental Airport on Wednesday evening, and noticed that the shuttle driver helped people load and stow their heavier bags onto the bus. At the time I thought that was pretty great, and realized tat I hadn't seen that very often lately on rental car shuttles. In the "old days," when each rental car company had their own buses, you would see that sometimes. But now, with buses taking everyone to the common rental car areas, it seems another loss of a Customer Service touch.
I didn't think much more about it until yesterday morning, when I rode the shuttle back to the terminal. There where three of us getting on the bus and the driver helped each of us. Great, I thought. Then we got to Terminal A and the driver, gets off, and sprints to the back door to help the first two passengers with their bags.
He sprinted. And as he walked back to the drivers seat, he made eye contact and smiled at me, making sure I was going to the correct terminal on the next stop.
He sprinted.
He smiled.
He gave great Customer Service.
The lessons?
- There are opportunities for great Customer Service everywhere.
- Customers will notice, even if what you are doing could, should, or used to be the standard.
- Little things make a difference.
- And it appears to me that someone leading the rental car shuttle bus drivers in Houston is doing a great job.
Sunday, April 23, 2006
Experiencing Your Competence
I had a wonderful long lunch with the maestro of fun, Bernie DeKoven last Friday. I've been blessed to work (and play) with Bernie some over the past few months, and I'm especially lucky that his daughter, son-in-law and new grandchild live in Indianapolis. Hence, our long lunch.
During our fun and stimulating conversation we talked at length about people finding the true fun in their work, and at one point Bernie described it exceedingly well for me. He said, "People feel the fun when they are experiencing their competence."
Experiencing our competence.
You know what he's talking about - the times when you are really working well, the times when your ideas get legs in the meeting and everyone is onboard. The times when you are working on the parts of your work you know the best - and your excellence shows through with out any apparent effort.
I expect you'll hear and read more about this concept from both Bernie and I in the coming months.
But for now, I encourage you to think about the times in your work when you are deeply enjoying yourself. Think about when it happens, how it happens and what it feels like.
It is my guess that as you ponder this, you will begin to contemplate these times as times when you are experiencing your competence.
During our fun and stimulating conversation we talked at length about people finding the true fun in their work, and at one point Bernie described it exceedingly well for me. He said, "People feel the fun when they are experiencing their competence."
Experiencing our competence.
You know what he's talking about - the times when you are really working well, the times when your ideas get legs in the meeting and everyone is onboard. The times when you are working on the parts of your work you know the best - and your excellence shows through with out any apparent effort.
I expect you'll hear and read more about this concept from both Bernie and I in the coming months.
But for now, I encourage you to think about the times in your work when you are deeply enjoying yourself. Think about when it happens, how it happens and what it feels like.
It is my guess that as you ponder this, you will begin to contemplate these times as times when you are experiencing your competence.
Thursday, April 20, 2006
Take a Risk!
I got those words of advice - "Take a Risk!" when I took the protective cap off of a new solid anti-perspirant container on Monday. When I bought the product, I had no idea I was getting an informational product as well as a functional one.
Who knew? :)
The advice is short, but very relevant (even if not from the perspective hoped for by the makers of Degree.)
So for a couple of days I have been thinking about the value of this admonishment/advice, and here are some of my thoughts.
If you want to be more creative, you'll need to . . . take a risk. Ask a crazy question. Try an outrageous solution. Prototype with less testing. Something!
If you want to serve your Customers better (even WOW them), you'll need to . . . take a risk. Staying with the tried and true may not upset them, but it won't set them on fire for you and your products/services either.
If you want to be a better leader you'll need to . . . take a risk. Risk caring a bit more. Risk communicating a bit more. Risk sharing more of your vision. Risk being more personal. Risk being more supportive. Any of these things may feel risky, but if you want to improve, they are things you must do.
Taking risks is about way more then crazy stunts or massive gambles (as seen on the Degree website). It is about a mindset that says go for it. The saying goes that the best fruit is at the end of branch, but you have to risk to go get it.
The saying is right.
Take a risk.
You know the risk that is in your mind as you read this.
Take it.
Right now.
Who knew? :)
The advice is short, but very relevant (even if not from the perspective hoped for by the makers of Degree.)
So for a couple of days I have been thinking about the value of this admonishment/advice, and here are some of my thoughts.
If you want to be more creative, you'll need to . . . take a risk. Ask a crazy question. Try an outrageous solution. Prototype with less testing. Something!
If you want to serve your Customers better (even WOW them), you'll need to . . . take a risk. Staying with the tried and true may not upset them, but it won't set them on fire for you and your products/services either.
If you want to be a better leader you'll need to . . . take a risk. Risk caring a bit more. Risk communicating a bit more. Risk sharing more of your vision. Risk being more personal. Risk being more supportive. Any of these things may feel risky, but if you want to improve, they are things you must do.
Taking risks is about way more then crazy stunts or massive gambles (as seen on the Degree website). It is about a mindset that says go for it. The saying goes that the best fruit is at the end of branch, but you have to risk to go get it.
The saying is right.
Take a risk.
You know the risk that is in your mind as you read this.
Take it.
Right now.
Friday, April 14, 2006
Enthusiasm - Catch It!
I often ask groups of people about enthusiasm - trainers, leaders, coaches, and those who interact with Customers. I ask them if they think enthusiasm is contagious. Their answer is always an emphatic and nearly unanimous (and often enthusiastic) "Yes!".
I agree with that answer.
And, apparently so does my friend Jim Brosseau, the Principal of Clarrus, an organization that helps software developers and the firms they work for be more successful.
In his latest email newsletter, The Compendium, he relates a story about meeting some people canvassing for their cause. After the story he writes,
I agree with that answer.
And, apparently so does my friend Jim Brosseau, the Principal of Clarrus, an organization that helps software developers and the firms they work for be more successful.
In his latest email newsletter, The Compendium, he relates a story about meeting some people canvassing for their cause. After the story he writes,
"While I still don't buy in to the evangelistic single-approach-for-all, I gained an appreciation for how we can be carried forward with our enthusiasm, and that being careful in how we splash this energy on those around us can serve us well.
I carried this thought into the training session we had that week, and I'll be damned if it wasn't by far the most positive engagement I've had to date with that very large organization . . .. . . one of the key drivers for the success was the enthusiasm for the topic that the group's planners carried into the session - they had poured the last couple years of their lives into tuning the topic, and it showed. Even though they were relatively low-key instructors, they clearly believed in their message, and knew its adoption would make a significant difference for the group.
Enthusiasm can indeed be infectious in a group setting, whether the team is pumped up for building a cool new product, or making the big sale, or kicking the competition's butt. A few people will get it started and the energy passes along to the others. Generally, once you get beyond a core group, enthusiasm can be difficult to sustain, and you will often need a conscious effort to prevent it from being diluted.
Enthusiasm is not something you can mandate into the group, it requires a common motivation and is something that is best seeded through action rather than words. When you’ve got it, do what you can to feed it, to keep it going. Channel it, never crush it - the output from an enthusiastic team can be absolutely phenomenal."
(You can read his full post here and while you are there - sign up to receive his Compendium email each week)
I could tell similar stories from training situations and in everyday life. Jim is exactly right.
Not everyone's enthusiasm will look the same. I'm not enthusiastic in the same ways as a cheerleader, and you certainly don't want don't emulate my style either. If you want to be enthusiastic, be yourself. Let your passion and interest show. Take action based on that passion and your enthusiasm will grow.
It is completely true that enthusiasm is contagious.
So is the opposite.
The question is... which are you spreading to your team, your Customers, and anyone you interact with?
Thursday, April 13, 2006
An Hour a Day
46% of you (actually 46% of all workers according to Workworries.com ) spend more than an hour complaining or listening to others complain about difficult people in an average day.
An hour a day?
Ok... so you may not fit in the 46%, but if you spend more than a few moments a day in this behavior, read on.
Here are some questions for you:
How productive is this time spent in complaining?
How much of the other person's behavior is in our control? (ummm, not much - only our response to their behavior)
How productive is the time spent in listening to others talk about difficult people? (maybe a little in terms of building a relationship, but there are other ways to do that!)
How can we make this productive time?
... Understanding their side of the story
... Learning something about what you might do differently time?
... Learning about how you can avoid these situations? (what is in your control)
...Analyzing how many of the these difficult people are truly difficult
...Analyzing what people they are... co-workers? Customers/Clients?
I know sometimes we need to let off a bit of steam. I'm not saying you should never talk about or listen to others talk about difficult behaviors. What I am saying is that if you are going to spend that time, you can make it productive for you and others.
I guarantee if you use the questions above, you spend far less time and make the time you do spend, much more productive.
You'll feel better, you'll respond better (the next time), and you'll be better.
- and -
I just gave you back an hour a day.
Congratulations.
Oh, one more question - how are you going to spend that hour?
An hour a day?
Ok... so you may not fit in the 46%, but if you spend more than a few moments a day in this behavior, read on.
Here are some questions for you:
How productive is this time spent in complaining?
How much of the other person's behavior is in our control? (ummm, not much - only our response to their behavior)
How productive is the time spent in listening to others talk about difficult people? (maybe a little in terms of building a relationship, but there are other ways to do that!)
How can we make this productive time?
... Understanding their side of the story
... Learning something about what you might do differently time?
... Learning about how you can avoid these situations? (what is in your control)
...Analyzing how many of the these difficult people are truly difficult
...Analyzing what people they are... co-workers? Customers/Clients?
I know sometimes we need to let off a bit of steam. I'm not saying you should never talk about or listen to others talk about difficult behaviors. What I am saying is that if you are going to spend that time, you can make it productive for you and others.
I guarantee if you use the questions above, you spend far less time and make the time you do spend, much more productive.
You'll feel better, you'll respond better (the next time), and you'll be better.
- and -
I just gave you back an hour a day.
Congratulations.
Oh, one more question - how are you going to spend that hour?
Sunday, April 9, 2006
Secrets of a Great Handshake
Yesterday my family and I attended Spring Fest at Purdue University, my alma mater. One of the activities took place in a classroom where I had several classes, including Dr. Dave Downey's Principles of Agri-Selling. One of the many things we learned in that class was about the importance of, and how to give a good handshake.
I didn't think about the handshake part until I was reading my email last evening. An American colleague who has now been living and teaching in Japan for some time emailed me and part of the email reads:
Next week is the beginning of the school year - and I really want to get my new students off to the best possible start. Would you be willing to share your thoughts on how to give a really great handshake? I have been away from the U.S. for so long, and have few opportunities to practice (though my bowing has gotten really good :))
I thought about it last night - the synchronicity of thinking about that class and then receiving this email, and the importance of the question.
I remember thinking at the time of the class over 20 years ago that everyone should know how to do a good handshake, but I quickly remembered from experience that clearly wasn't the case. Add good handshakes to the very long list of things I learned from my Dad.
In much of the world, the handshake is a part of the first impression that we make. People think about first impressions from a grooming and dress standpoint, in business situations they practice what they might say, and they often read books to learn what kinds of questions to ask to remain authentic and create a positive first impression.
And while all of that is important, it is the handshake, often overlooked and forgotten, that is the first physical information others receive about us at the early part of a relationship.
In other words, handshakes matter.
And a strong one can make a big difference.
With that preamble, let me share with you my secrets for a great handshake.
1. Start with eye contact and a smile. A great handshake isn't just about a physical gesture, it is about connecting with the other person. It is a greeting and you want the other person to feel that you are pleased to be greeting them. The best way to do that is with your face and your eyes.
2. Go for the thumb. Keep your hand open and make sure your handshake will be a hand shake not a finger or palm shake. This means getting the joint of your thumb (the lower joint - the tissue between your thumb to your forefinger) nestled into the joint of their thumb. This allows you to truly have a full hand shake.
3. Firm, not strong. A good handshake is firm but not overpowering. It isn't the precursor to a wrestling match. Always make your grip firm, but make adjustments based on the firmness of the other person's grip.
4. Up and down, not back and forth. A good handshake has a nice up and down motion, not a back and forth one, as if you were jointly trying to saw some wood. Again, adjust the motion to what seems natural and comfortable to the other person.
5. Adjust duration. Some people prefer a long handshake, others prefer them much shorter. Observe the other person and adjust the duration to the situation, how well you know the person, and what seems comfortable to them.
6. Consider your left hand. While it may not be appropriate in some cultures, I often use my other hand to grasp the other side of the person's hand or to touch their arm. This gesture makes the handshake seem warmer and more personal. When I am trying to convey that, I include my left hand. You might consider doing that too.
7. Close with eye contact and a smile. If the smile and eye contact hasn't continued throughout the handshake, finish it out that way.
As a leader or a person responsible for interacting with Customers in any way, the value of this skill is obvious. The fact is though that having a great handshake is a life skill we should all cultivate. It matters to us in creating first impressions and in building relationships.
Thanks to Teresa for asking me the question.
I didn't think about the handshake part until I was reading my email last evening. An American colleague who has now been living and teaching in Japan for some time emailed me and part of the email reads:
Next week is the beginning of the school year - and I really want to get my new students off to the best possible start. Would you be willing to share your thoughts on how to give a really great handshake? I have been away from the U.S. for so long, and have few opportunities to practice (though my bowing has gotten really good :))
I thought about it last night - the synchronicity of thinking about that class and then receiving this email, and the importance of the question.
I remember thinking at the time of the class over 20 years ago that everyone should know how to do a good handshake, but I quickly remembered from experience that clearly wasn't the case. Add good handshakes to the very long list of things I learned from my Dad.
In much of the world, the handshake is a part of the first impression that we make. People think about first impressions from a grooming and dress standpoint, in business situations they practice what they might say, and they often read books to learn what kinds of questions to ask to remain authentic and create a positive first impression.
And while all of that is important, it is the handshake, often overlooked and forgotten, that is the first physical information others receive about us at the early part of a relationship.
In other words, handshakes matter.
And a strong one can make a big difference.
With that preamble, let me share with you my secrets for a great handshake.
1. Start with eye contact and a smile. A great handshake isn't just about a physical gesture, it is about connecting with the other person. It is a greeting and you want the other person to feel that you are pleased to be greeting them. The best way to do that is with your face and your eyes.
2. Go for the thumb. Keep your hand open and make sure your handshake will be a hand shake not a finger or palm shake. This means getting the joint of your thumb (the lower joint - the tissue between your thumb to your forefinger) nestled into the joint of their thumb. This allows you to truly have a full hand shake.
3. Firm, not strong. A good handshake is firm but not overpowering. It isn't the precursor to a wrestling match. Always make your grip firm, but make adjustments based on the firmness of the other person's grip.
4. Up and down, not back and forth. A good handshake has a nice up and down motion, not a back and forth one, as if you were jointly trying to saw some wood. Again, adjust the motion to what seems natural and comfortable to the other person.
5. Adjust duration. Some people prefer a long handshake, others prefer them much shorter. Observe the other person and adjust the duration to the situation, how well you know the person, and what seems comfortable to them.
6. Consider your left hand. While it may not be appropriate in some cultures, I often use my other hand to grasp the other side of the person's hand or to touch their arm. This gesture makes the handshake seem warmer and more personal. When I am trying to convey that, I include my left hand. You might consider doing that too.
7. Close with eye contact and a smile. If the smile and eye contact hasn't continued throughout the handshake, finish it out that way.
As a leader or a person responsible for interacting with Customers in any way, the value of this skill is obvious. The fact is though that having a great handshake is a life skill we should all cultivate. It matters to us in creating first impressions and in building relationships.
Thanks to Teresa for asking me the question.
Thursday, April 6, 2006
How Hard Do You Practice?
The Indianapolis Star featured articles leading up to last weekend's Final Four activities in town about some Indiana basketball legends. I read the articles about both Oscar Robertson and Larry Bird. But it is something in the Larry Bird article that I can't get out of my head. More specifically, one quote:
"I used to shoot a lot of free throws," he said. "I wouldn't leave until I made a hundred in a row. When I went to the line in the pros, I'd just remember the feeling of the ball coming off my fingers. I'd never go up there thinking, 'Oh, I'm going to miss this.' I'd just go back to being on the court in the summer and shooting all those free throws, and trying to remember the rhythm."
Larry Bird was named one the 50 greatest NBA players a few years ago, and if they looked at that list of 50 players, most fans would say that Larry Bird came the closest to maximizing his potential.
I have read many times about how competitive he was and how much he practiced. But that one phrase speaks volumes.
Most people would be satisfied with their progress if they shot 100 free throws day. They would likely be pleased if they made ten in a row.
Bird shot until he made 100 in a row.
So if he missed #98, he started over.
The next time you are working on your coaching skills, perfecting your Customer Service skills, working on being a better team player or rehearsing an important training session, think about Larry Bird.
How many times are you practicing? How prepared are you?
"I used to shoot a lot of free throws," he said. "I wouldn't leave until I made a hundred in a row. When I went to the line in the pros, I'd just remember the feeling of the ball coming off my fingers. I'd never go up there thinking, 'Oh, I'm going to miss this.' I'd just go back to being on the court in the summer and shooting all those free throws, and trying to remember the rhythm."
Larry Bird was named one the 50 greatest NBA players a few years ago, and if they looked at that list of 50 players, most fans would say that Larry Bird came the closest to maximizing his potential.
I have read many times about how competitive he was and how much he practiced. But that one phrase speaks volumes.
Most people would be satisfied with their progress if they shot 100 free throws day. They would likely be pleased if they made ten in a row.
Bird shot until he made 100 in a row.
So if he missed #98, he started over.
The next time you are working on your coaching skills, perfecting your Customer Service skills, working on being a better team player or rehearsing an important training session, think about Larry Bird.
How many times are you practicing? How prepared are you?
Tuesday, March 21, 2006
An Economic Case for Happiness
I've written about happiness before (here and here), but after reading a post from Kevin Kelly Unlimited, I had to share it.
In his post titled A Happy source of income!, he relates research that looked at thousands of college students in the 70's and the 90's. When taking out the influences of other factors, the research found that those found to be more cheerful were also making $15,000/year.
That is $60 more dollars a work day, assuming two weeks vacation.
Interestingly, many people might say they would be happier with $60 more each day. I guess they've got it backwards.
Get happy and the rewards may come. Don't wait for the rewards to get happy.
We can all choose happiness. We'll be better co-workers and teammates. We'll be more productive. We'll be better leaders. We'll serve Customers better. We'll have better relationships. We'll be healthier. And apparently, we'll be richer too.
In his post titled A Happy source of income!, he relates research that looked at thousands of college students in the 70's and the 90's. When taking out the influences of other factors, the research found that those found to be more cheerful were also making $15,000/year.
That is $60 more dollars a work day, assuming two weeks vacation.
Interestingly, many people might say they would be happier with $60 more each day. I guess they've got it backwards.
Get happy and the rewards may come. Don't wait for the rewards to get happy.
We can all choose happiness. We'll be better co-workers and teammates. We'll be more productive. We'll be better leaders. We'll serve Customers better. We'll have better relationships. We'll be healthier. And apparently, we'll be richer too.
Wednesday, February 15, 2006
Your Escape Plan
There is so much we can learn from our kids (or kids in general if we don't have any).
Kids are naturally curious . . . which means they tap into their creativity more naturally and are rapid learners. Kids are more spontaneous and tend to find more ways to have more fun more of the time.
We of course were all once kids and so we had all of these capabilities. And everything I read says we still have these capabilities inside us, we have just misplaced the keys. (After all, how valuable is your car without the keys?)
Enter KimandJason.com whose tag line on their home page is: Escape Adulthood. Return to Childhood. If that line doesn't make you smile, there's no need to read on, because you don't get it. But I hope you will, because you need to get it.
Are Kim and Jason suggesting we ignore our adult responsibilities? I don't think so - and neither am I. What they want us to do is attack adultitis. And in their quest to annihilate adultitis, they created a 40 day Escape plan. This plan was designed as a challenge between Kim and Jason (they are married). Each day they created a challenge for themselves to do something to attack adultitis. (One really cool thing is that we as readers can vote with which of them we think did a better job that day based on their blog posts - how cool is that?)
These challenges are all fun and all relevant to all of us - even if on the surface it might not seem that way. How can you apply The Escape Plan?
1. Do it for yourself. Start with today as your day one and Spend at least 15 minutes immersing yourself in a field you know nothing about. (the Day 1 Challenge) . Using my New Learning Game could even be one way to do this challenge!
2. Do it with a partner - challenge each other in much the same way that Kim and Jason did.
3. Do it as a whole work group - and if you can't do one a day, do one a week- and you have a tremendous team-building activity for the rest of the year 52-7 = 45 weeks left, take out a few weeks for holidays and to get started and there you go!
4. Find specific challenges to use with a team or group. Wanting to build the creativity of a group? Find a challenge! Wanting a fresh new icebreaker for your next training session? Adapt one of the challenges.
5. Engage your Customers in these challenges. I won't give you the answer here - I challenge you to find a way to do it!
6. Follow the plan and then share your experiences and challenges with others through conversation, email or a blog. If you are a leader this will help others see you as a learner, a risk-taker and a human - something followers don't always think of their leaders as (unfortunately). If you are a parent, your kids will either think you are crazy, the coolest parent ever, or both (don't worry, they probably already think that - this will just be a confirmation).
Those are just a few ways I have thought of this morning. You will think of more.
My real advice is go to their site and do something.
Remind yourself of your kidhood and you will rediscover a valuable part of yourself that will not only make your life more satisfying and enjoyable, but make you more successful in everything you do.
Thanks to Phil Gerbyshak for pointing me to The Escape Plan and to Kim and Jason for challenging all of us.
Monday, February 13, 2006
Valentine's Day Ideas at Work
Tomorrow is Valentine's Day.
You know, the day of dinners and diamonds. Roses and romance. Chocolate and well, more chocolate!
While there is nothing wrong with those views and customs for Valentine's Day, I want to propose a different view for you today - while you may still have time to do something about it.
Think about the Valentine's Days of your kidhood - those days before hormones. Remember that everyone gave everyone else a Valentine's card (even the people we didn't like)? Remember that while we may have had one person we secretly liked, the day was about everyone?
Fast forward to today. You work in an organization. You may lead others in one way or the other. With that as a context let me tell you three truths about adult Valentine's Days:
1. Some people have a Valentine and this is a great day for them.
2. Some people don't have a Valentine and because of that this is a rotten day for them.
3. All of us loved Valentine's Day as a kid.
So as a leader or part of an organization, how can you put those three facts to work for everyone's benefit?
It starts by re-defining Valentine's Day as being about love and caring, and not about romance. With that new definition, here are five things you can do tomorrow to celebrate Valentine's Day in your workplace.
1. Send your version of Valentine's cards - which could be some left-over Garfield ones from the store, or could be a simple note or red index card with a note of thanks and caring on them.
2. Invite the group to lunch. Let everyone go to lunch together, just for the fun and fellowship of it. You could pay the tab, but you sure don't have to. Just get people together - and use Valentine's Day as the "excuse."
3. Put a heart on everyone's door or cubicle wall and invite everyone to go by and write a note of appreciation to each other on the door. People can sign them or not, and if they don't want to be "caught" encourage them to write their notes on post-it's so they can post them and not spend so long writing in public!
4. Give everyone a bag of candy hearts or carrot sticks if they are more health conscious. Just like in school, it isn't about the size of the gift, it is about the sentiment. The small little bags will guarantee to elicit a smile and raise morale on Valentine's Day.
5. Do a white elephant gift exchange. You can tell everyone about it today - tell people not to buy something but to bring something from home, or even better, something from the workplace that they don't want - and exchange those "gifts" in a short afternoon meeting - there will be laughter and mirth and you will perhaps start a new Valentine's Day office tradition.
One more thing...
About half of you reading this are men and you may feel these ideas won't work for you. My advice? Get over yourself. The reasons for doing this if you are feeling this way are even bigger. Taking this perceived risk of being "mushy" or sentimental may have an even greater impact for both you and those who you share your actions with.
These are by no means the only things you could do - they are just some suggestions to get you started. If you try something else, I'd love to hear about it - so please email me or leave a comment to this post.
Happy Valentine's Day!
You know, the day of dinners and diamonds. Roses and romance. Chocolate and well, more chocolate!
While there is nothing wrong with those views and customs for Valentine's Day, I want to propose a different view for you today - while you may still have time to do something about it.
Think about the Valentine's Days of your kidhood - those days before hormones. Remember that everyone gave everyone else a Valentine's card (even the people we didn't like)? Remember that while we may have had one person we secretly liked, the day was about everyone?
Fast forward to today. You work in an organization. You may lead others in one way or the other. With that as a context let me tell you three truths about adult Valentine's Days:
1. Some people have a Valentine and this is a great day for them.
2. Some people don't have a Valentine and because of that this is a rotten day for them.
3. All of us loved Valentine's Day as a kid.
So as a leader or part of an organization, how can you put those three facts to work for everyone's benefit?
It starts by re-defining Valentine's Day as being about love and caring, and not about romance. With that new definition, here are five things you can do tomorrow to celebrate Valentine's Day in your workplace.
1. Send your version of Valentine's cards - which could be some left-over Garfield ones from the store, or could be a simple note or red index card with a note of thanks and caring on them.
2. Invite the group to lunch. Let everyone go to lunch together, just for the fun and fellowship of it. You could pay the tab, but you sure don't have to. Just get people together - and use Valentine's Day as the "excuse."
3. Put a heart on everyone's door or cubicle wall and invite everyone to go by and write a note of appreciation to each other on the door. People can sign them or not, and if they don't want to be "caught" encourage them to write their notes on post-it's so they can post them and not spend so long writing in public!
4. Give everyone a bag of candy hearts or carrot sticks if they are more health conscious. Just like in school, it isn't about the size of the gift, it is about the sentiment. The small little bags will guarantee to elicit a smile and raise morale on Valentine's Day.
5. Do a white elephant gift exchange. You can tell everyone about it today - tell people not to buy something but to bring something from home, or even better, something from the workplace that they don't want - and exchange those "gifts" in a short afternoon meeting - there will be laughter and mirth and you will perhaps start a new Valentine's Day office tradition.
One more thing...
About half of you reading this are men and you may feel these ideas won't work for you. My advice? Get over yourself. The reasons for doing this if you are feeling this way are even bigger. Taking this perceived risk of being "mushy" or sentimental may have an even greater impact for both you and those who you share your actions with.
These are by no means the only things you could do - they are just some suggestions to get you started. If you try something else, I'd love to hear about it - so please email me or leave a comment to this post.
Happy Valentine's Day!
Sunday, February 5, 2006
Participation Rules
If we are trying to build a better relationship with others, we need their participation.
Want to engage your Customers in your products and services? Get them involved in meaningful ways.
Want to create greater levels of success and productivity as a leader? Involve those you lead more fully.
Want to make the learning you are facilitating more lasting and relevant? Get the learners involved in both the planning and execution of the learning.
Want your team to feel more cohesive? Get everyone more involved.
It is a universal truth that we need to get people participating in actions, activities and decisions if we want greater levels of engagement.
It is because of this truth that I was enamored by a post called "The Next Sims" at B2Day blog.
This post talks about Spore, the next game by the creators of The Sims, that will come out in about a year. While I encourage you to read it for yourself, here is a relevant snippet...
In short, this game will engage participants in the creation of their own characters and worlds, and will allow players to eventually enter the worlds created by other players.
Not only does this participation make sense from the perspective of the players...but from the designers as well - they are now co-creators of the game with the players.
If the game keeps this universal truth of participation in mind, I believe it will be a runaway hit.
Want to engage your Customers in your products and services? Get them involved in meaningful ways.
Want to create greater levels of success and productivity as a leader? Involve those you lead more fully.
Want to make the learning you are facilitating more lasting and relevant? Get the learners involved in both the planning and execution of the learning.
Want your team to feel more cohesive? Get everyone more involved.
It is a universal truth that we need to get people participating in actions, activities and decisions if we want greater levels of engagement.
It is because of this truth that I was enamored by a post called "The Next Sims" at B2Day blog.
This post talks about Spore, the next game by the creators of The Sims, that will come out in about a year. While I encourage you to read it for yourself, here is a relevant snippet...
For the longest time, games have been considered almost a new form of movie, but that ignores the really interesting opportunities we have in games. Games are in a unique position to bring content consumers into the role of creators.
In short, this game will engage participants in the creation of their own characters and worlds, and will allow players to eventually enter the worlds created by other players.
Not only does this participation make sense from the perspective of the players...but from the designers as well - they are now co-creators of the game with the players.
If the game keeps this universal truth of participation in mind, I believe it will be a runaway hit.
Tuesday, January 24, 2006
Do You Want a Relationship or Not?
I know, the title sounds like the teaser line for the next Dr. Phil show, but that isn't what I'm talking about.
I'm talking about your vendor or supplier relationships. You know, those times when you are the Customer . . .
Recently I was the Customer of 800-CEO-Read's wonderfully cool new service/website, InBubbleWrap. InBubbleWrap is a site that helps publishers and authors spread buzz about their books by giving away those books.
Literally.
Five days a week a new book is featured and some people who raise their hand as being interested in that particular title will win a copy delivered to them, you guessed it, in bubble wrap. (Read my previous posts about the site here and here).
I contacted them through their site to inquire about publicizing my new book in this way. Their site was helpful and told me exactly what I needed to do, including providing them sales copy describing the book. I did all of those things and looked forward to the day that Vantagepoints on Learning and Life would be the featured book.
At just after 10 am my time, the site was updated with my book.
What I saw was an amazing testimonial for my book - and none of the copy I had written.
I immediately emailed the self titled "InBubbleGuy", Ryan Schleicher, to thank him.
Since then we have had several email conversations and a phone conversation. We have talked about ways we can help each other, and it looks like there are other ways we might be able to collaborate, time will tell.
I don't need the luxury of time though to tell you about the relationship that has been built - hopefully this post makes that pretty clear. And to be extra clear, while I loved what Ryan said about my book, this isn't a kudo because he stroked my ego with kind words.
The message to us as Customers is to look for more than transactions from our suppliers - to look for relationships.
The message to us as those serving Customers is to look for ways to create more than transactions - to create relationships.
We can have transactions or we can create relationships. As Customers, one option will provide us services, the other joy. As suppliers, one option will provide us with cash flow, the other with a long term flow of business and a lot more enjoyable work.
I know which one I want. What about you?
I'm talking about your vendor or supplier relationships. You know, those times when you are the Customer . . .
Recently I was the Customer of 800-CEO-Read's wonderfully cool new service/website, InBubbleWrap. InBubbleWrap is a site that helps publishers and authors spread buzz about their books by giving away those books.
Literally.
Five days a week a new book is featured and some people who raise their hand as being interested in that particular title will win a copy delivered to them, you guessed it, in bubble wrap. (Read my previous posts about the site here and here).
I contacted them through their site to inquire about publicizing my new book in this way. Their site was helpful and told me exactly what I needed to do, including providing them sales copy describing the book. I did all of those things and looked forward to the day that Vantagepoints on Learning and Life would be the featured book.
At just after 10 am my time, the site was updated with my book.
What I saw was an amazing testimonial for my book - and none of the copy I had written.
I immediately emailed the self titled "InBubbleGuy", Ryan Schleicher, to thank him.
Since then we have had several email conversations and a phone conversation. We have talked about ways we can help each other, and it looks like there are other ways we might be able to collaborate, time will tell.
I don't need the luxury of time though to tell you about the relationship that has been built - hopefully this post makes that pretty clear. And to be extra clear, while I loved what Ryan said about my book, this isn't a kudo because he stroked my ego with kind words.
The message to us as Customers is to look for more than transactions from our suppliers - to look for relationships.
The message to us as those serving Customers is to look for ways to create more than transactions - to create relationships.
We can have transactions or we can create relationships. As Customers, one option will provide us services, the other joy. As suppliers, one option will provide us with cash flow, the other with a long term flow of business and a lot more enjoyable work.
I know which one I want. What about you?
Worst or Best Day of the Year?
The headlines from last year stated - British psychologist calculates "most depressing day" and his calculations came determined that day to be January 24.
Quoting from the article,
The equation is broken down into seven variables: (W) weather, (D) debt, (d) monthly salary, (T) time since Christmas, (Q) time since failed quit attempt, (M) low motivational levels and (NA) the need to take action.
Wonderful, just wonderful.
Do I share this to give us license to feel badly, walk around moping or looking like we just ate a lemon today?
Hardly.
I share this to help us all prove the good doctors wrong today. I'm sure there is some validity in the equation - each of the factors listed could seem to have some impact on a person's mental state - but none of them have to.
Here is my challenge to you.
Make it a great day. Make it a day where your heart and mind and spirit soar.
If the weather is gray and foggy, so what. Are you going to let water droplets influence your day?
If you have already back slid on your New Year's Resolution, that trend can be reversed... starting today.
If you have more bills than you wish you did, don't spend any money today.
When you see someone smile, smile back.
When you are in your car, let the person merge.
When you think someone is being mean, look for a different explanation.
When you feel blue, think yellow.
Read a book you love.
Watch something that makes you laugh.
Serve your Customers with cheer, knowing you can positiviely influence their day by your interaction.
While I could type all day, you get the picture. What am I really saying?
Make a choice.
Make a choice to create a great day today.
Make a choice to make January 24 your best day of the year so far.
It is off to a good start.
Use today as a test case for yourself. After all, if you can make it a great day on the "most depressing day of the year" you can do it anytime!
Quoting from the article,
The equation is broken down into seven variables: (W) weather, (D) debt, (d) monthly salary, (T) time since Christmas, (Q) time since failed quit attempt, (M) low motivational levels and (NA) the need to take action.
Wonderful, just wonderful.
Do I share this to give us license to feel badly, walk around moping or looking like we just ate a lemon today?
Hardly.
I share this to help us all prove the good doctors wrong today. I'm sure there is some validity in the equation - each of the factors listed could seem to have some impact on a person's mental state - but none of them have to.
Here is my challenge to you.
Make it a great day. Make it a day where your heart and mind and spirit soar.
If the weather is gray and foggy, so what. Are you going to let water droplets influence your day?
If you have already back slid on your New Year's Resolution, that trend can be reversed... starting today.
If you have more bills than you wish you did, don't spend any money today.
When you see someone smile, smile back.
When you are in your car, let the person merge.
When you think someone is being mean, look for a different explanation.
When you feel blue, think yellow.
Read a book you love.
Watch something that makes you laugh.
Serve your Customers with cheer, knowing you can positiviely influence their day by your interaction.
While I could type all day, you get the picture. What am I really saying?
Make a choice.
Make a choice to create a great day today.
Make a choice to make January 24 your best day of the year so far.
It is off to a good start.
Use today as a test case for yourself. After all, if you can make it a great day on the "most depressing day of the year" you can do it anytime!
Wednesday, January 11, 2006
InBubbleWrap
Ok... one more quick post.
If you haven't ever been to InBubbleWrap, today is the day.
Read my November post about the site and then go to my post on the Vantagepoints blog learn more about the site and why today is the day to check it out!
If you haven't ever been to InBubbleWrap, today is the day.
Read my November post about the site and then go to my post on the Vantagepoints blog learn more about the site and why today is the day to check it out!
8 Days...
... is the longest I've gone without posting one this blog in a very long time. If you are a long time, regualr reader, I'm sorry.
Actually, I'm sorry for myself, because I get joy and learning from posting here and when I don't, I miss it.
Along with the two keynotes and one workshop I've given since my last post I have been busy finishing up and readying myself for our best seller promotion for my book Vantagepoints on Learning and Life. You can learn more about it on the Vantagepoints blog, or read here later when I tell you more about it.
For now though, I'm back to it.
Don't worry, I've got lots of things I've been thinking aobut and soI hope to be back to "regular blogging service" soon.
Actually, I'm sorry for myself, because I get joy and learning from posting here and when I don't, I miss it.
Along with the two keynotes and one workshop I've given since my last post I have been busy finishing up and readying myself for our best seller promotion for my book Vantagepoints on Learning and Life. You can learn more about it on the Vantagepoints blog, or read here later when I tell you more about it.
For now though, I'm back to it.
Don't worry, I've got lots of things I've been thinking aobut and soI hope to be back to "regular blogging service" soon.
Monday, January 2, 2006
The Go Gratitude Experiment
I believe that gratitude is one of the most powerful of emotions and mindsets we possess. It can help us change our attitude, serve others better and open our minds and hearts to even greater things.
Beyond the value of gratitude in our personal lives, greater gratitude can make us a more effective leader, a better teammate and more compassionate when serving Customers.
Both my personal feelings and the business realities of gratitude is probably why I was drawn to the Go Gratitude Experiment.
I encourage you to check it out. If you sign up as I did, you'll only be one day behind me as I received my first lesson in email this morning.
Beyond the value of gratitude in our personal lives, greater gratitude can make us a more effective leader, a better teammate and more compassionate when serving Customers.
Both my personal feelings and the business realities of gratitude is probably why I was drawn to the Go Gratitude Experiment.
I encourage you to check it out. If you sign up as I did, you'll only be one day behind me as I received my first lesson in email this morning.
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