Laura's Letters(TM): A Complimentary Newsletter on Business Relationship Development
##########################################
Vol. 6, Number 5 - May 2005
Publisher: Laura Benjamin
http://www.LauraBenjamin.com
(C)Laura Benjamin International Inc. 2005
Reprints upon request and with attribution
##########################################
Quotes of the month:
"Nice guys finish first. If you don't know that then you don't
know where the finish line is." (Comedian Garry Shandling)
"Never mistake endurance for hospitality." (Unknown)
======================================
In This Issue
======================================
1. Communication
2. Business Development
3. Useful Resources
4. Shameless You-Know-What
=====================================
1. Communication
=====================================
Set Positive Expectations from a Negative Perspective
We know it's important to set clear, consistent expectations. Every
how-to book out there stresses that if people don't know what you
expect of them, you can't really bank on consistent performance. But the problem becomes, how do you establish and communicate expectations when many situations are different, and different things are expected of people at different levels and job functions?
I recently attended an orientation as a new member serving on the Board of Directors for a non-profit organization. The Executive Director used John Carver's Policy Governance Model to orient us to how the board functions. It occurred to me that the model works not only for a Board, but can also help establish "rules of governance" for corporations, teams, and can also come in pretty handy when you're trying to manage a headstrong teenager too.
Of particular interest was the concept of setting expectations based on what we will not do - rather than what we will do. I know this flies in the face of traditional wisdom, which urges us to be as positive as possible in the way we say and do things. However, by phrasing it in the negative, it shortens the list of items we have to include and sets up a skeleton for behavior which the team then decides how to put flesh on the bones, so to speak.
For example, let's say your team agrees that "We will not do or say anything that could be considered illegal, unethical, or unprofessional." This one statement encompasses a lot of territory and certainly many well-educated, highly skilled people have provided highly publicized ways they missed that boat.
However, it does provide a framework for expectations that everyone can agree to. The next step is to decide what circumstances qualify as "unprofessional" or "unethical". It prompts dialogue and discussion, allows teams to establish norms that are relevant for their business environment and demands, plus offers them some personal responsibility for deciding what counts and what doesn't.
Other benefits to this approach include:
- Facilitates a "rules of the road" decision-making process for meeting
management in terms of starting and ending on time, respecting what others have to say, coming to consensus, or allowing dissent, etc.
- Offers a starting point for supervisors, managers, leaders to evaluate when an employee requires coaching. You bounce their behaviors up against the established agreements to determine whether they are in keeping with the norms or not.
- Provides business owners and Human Resources professionals a structure with which to write policy and procedure guides for their organization.
You can also use approach with your teenagers when discussing how to be a good roommate at home and when they go off to college. "I agree not to do anything that would require someone else to pick up after me." And this one: "I agree not to do or say anything that would cause anyone living with me to lose sleep." I'd say those two expectations could apply just as easily in the business arena as they do at home!
For an in-depth article on John Carver's Model on Policy Governance, visit http://www.carvergovernance.com/pg-np.htm
------------------------------------------------------------
Language check. A Robert Half International survey recently identified
buzzwords that a majority of workers found the most obnoxious:
-Outside the box (my personal "favorite")
-Paradigm
-Take it offline
-Synergy
-At the end of the day
-Solution
-Metrics
-Redeployed people
-On the runway
-Win win
-Value added
-Get on the same page
-Customer centric
-Generation X
-Accountability management
-Core competency
-Alignment
-Incremental
Another one I'm personally glad has gone away is "out of pocket"
======================================
2. Business Development
======================================
I love Fast Company Magazine! Here are a few items of note from the April 2005 issue that are worth your time:
Web-based Exit Interviews:
Companies like T-Mobile, Conair, and Campbell Soup have employees complete an online questionnaire in the days before, and even in the days after they leave. The benefits? Employees are more likely to share the real reasons why they left, it feels more anonymous than a paper survey completed in the HR office, response rates are higher through an online medium, and it saves considerable amounts of time that the face-to-face interviews take up. Since it does become
part of a written record, and there is little anonymity in today's cyber world, exiting employees are advised to consider what's at risk if they are tempted to be far too frank.
It's About Banks but Applies to Any Business:
Umpqua Bank, the Oregon-based definitely applies the personal touch to the way they treat their customers. 11 years ago they had 6 branches and $140 million in assets. Today they have 92 branches from Napa CA to Seattle WA and $5 billion in assets. Their staff turnover is half the industry average. How did they do it?
Consider...
- Employees never fall into the "it's not my job" mentality because each bank staffer is trained in every task. A teller can take a mortgage application and a loan officer can let you into your safe-deposit box.
- They measure "Return on Quality" rather than just "return on assets" or "return on equity", quantify quality measurements, and publish scores for each branch and each department on a monthly basis for all to see.
- Each bank associate spends a day training with the Ritz-Carlton, internationally known for their customer service excellence.
- Bank staffers come up with ideas of ways to "coddle" customers like, keeping dog bows full of water outside the door for clients with pets, opening up the lobby for community events like yoga lessons and knitting clubs and ice-cream sandwich treats.
These ideas are not only for banks. You there, small business owner or department manager - how can you apply this culture change to your organization and make it a nicer place for customers and employees alike?
------------------------------------------------------------
Tom Peters Proposes Customer "Dream Fulfillment"
I can't stand it any longer. Is it just me or is the customer service bandwagon missing the boat entirely? (please forgive my mixed metaphors) We've heard all about the "experience economy", the "wow factor", and "exceeding expectations" in order to ensure customer loyalty and remain competitive. The American Customer Satisfaction Index is slightly lower than it was 10 years ago, reports Jena McGregor in her essay, "The Performance Paradox" in Fast Company Magazine.
When are they going to get it? The reason why customer satisfaction is lower than it was 10 years ago is because businesses read too many books that are jammed with buzzwords and PR driven concepts. They are looking for the next "big thing" and totally ignoring the small things that people really want, including:
- Please give me correct information and correct change would be nice too
- Exert yourself a little, will ya, so I don't have to pull customer service out of you, drop by drop
- Please be polite. I also don't want to overhear cursing from the employees in the back room or who hates the boss, or who is going to quit tomorrow
- Would it hurt so much for you to smile and be a little friendly towards me - me, the customer, the person who is giving you my money but could easily take it elsewhere? Would that have an impact on your job or your bonus?
- Clean up the mess. Dirty carpets, bathrooms, and waiting areas are too often the norm.
- Don't make me feel stupid when I ask for clarification or want to know why you promised delivery last week and now can't seem to find my order
- Listen to the way your employees talk to me on the phone. Have you taken the time or made the effort to record your service calls? You should.
- And finally, my personal favorite - return customer phone calls promptly
It's the basics folks. Buy the books and hopefully they offer some new ideas, but please avoid the trap of thinking you can "delight" your customers by launching some slick Madison Avenue style service campaign. It doesn't have to be that complicated. Next time you visit Gramma, watch how she treats a guest in her home.
===========================================
3. Useful Resources
===========================================
As long as we're on the subject of writing, if you've ever dreamed of
writing that first big novel, or exploring your creative side through
the written word, here are some great resources:
Wendy Burt's, "Breaking Into Freelance Writing" workshop and CD. I've
been through her workshop twice (don't get the idea that I'm a slow
learner...it was just so good that once wasn't enough), and highly
recommend it for your next communications class or writer's conference. Wendy's books, "Oh Solo Mia! The Hip Chick's Guide to Fun for One" and "Work it Girl! 101 Tips for the Hip Working Girl" are proof she knows of what she speaks. Find her and her Dad's books at burtcreations.com
On Writing: A Memoir of the Craft, by Stephen King
Not your typical Stephen King fare. He describes the year after year
struggle of becoming an overnight sensation, including the story of how his wife fished "Carrie" out of the trashcan and wouldn't let him give up.
Bird-by-Bird, by Anne LaMott
Hysterical, irreverent, jarring reality about what it takes to produce
and market your writing. It has become one of my all time favorites.
==========================================
4. Shameless You-Know-What
==========================================
Laura is speaking in London June 29 & 30th. See "MPI Programs" at:
www.londonvenueexpo.co.uk, "How to Hit the Numbers: Coach Your Sales Team to Higher Profits and Performance"
June 20-28 Stratford-Upn-Avon, England and Penarth, Wales with reMODEL Consultants International Inc.(www.remodel.co.uk)
May 25 Goodrich Corp., Aircraft Wheels & Brakes, Pueblo CO, Team Development
Independent VoVo Service & Repair Specialists, Owner Tim Wilson, Colorado Springs CO, Business Development Consulting
Innovative Financial Management Inc., Owner Michael Cecere, Colorado
Springs CO, Business Development Consulting
Risk-Out-West, Risk Management for the Equine Industry, Owners Sherry & Bruce Busch, Colorado Springs CO, Business Development Consulting
June 8 Ragan Communications Teleseminar, "Call of the Wild: Taming
'Godzilla' and Other Difficult People" (ragan.com)
June 9 M. Lee Smith Publishers Teleseminar, "Manage Without Authority: How to Win Trust, Build Credibility & Influence Employees" (mleesmith.com)
June 10 The CARLA Concept(TM): How to Communicate with Confidence and Clarity, Subscriber Appreciation Teleclass
June 17 - Fort Carson Senior Leader and Spouse Conference, Colorado
Springs CO, "Teamwork: There IS an 'I' in Team"
Aug 17 Society for Human Resources Management Tampa Florida, HR & Law Conference, "Teamwork: There IS and "I" in Team, Tampa FL
Sep 8 Society for Human Resources Management Colorado State Conference, "Teamwork: There IS an "I" in Team", Keystone Resort CO
Sept 23-24 Fort Carson Commanding General's Offsite Conference,
Location and Programs TBD
Nov 3 - Colorado Springs Society for Human Resources Management,
"Call of the Wild: Taming 'Godzilla' and Other Difficult People"
=========================================
To get your own personal copy of this newsletter, please visit
www.LauraBenjamin.com/newsletters.htm
If you no longer see the information as valuable and upon your
request, I'll immediately take you off the list.
=========================================
Privacy Statement: I never release your contact info. Ever.
-------------------------------------------------------------------------
Laura Benjamin International Inc.
Colorado Springs CO USA
Phone: 719-266-8088
Fax: 719-785-5768
http://www.laurabenjamin.com
(C)Laura Benjamin International Inc. 2005
Reprints upon request and with attribution please
|
