I worked too hard in 2014. So my goal for 2015 is to relax a bit and have more fun. To do that, I am going back to the basics. Kind of like the Bruins. If you do the right things really well and consistently, success follows. It certainly is working for the Bruins! Thus, I’ve established my CA (chief attitude) for 2015: “I’ve got great stuff; want some?” When I share this statement with clients, peers, and other business owners, the reaction is stunned silence. For two reasons. Because there are two types of stunned listeners.
Would you believe the average office worker spends 28% of working hours reading and writing email? If the 2012 McKinsey study is still accurate, and I doubt things have improved, that’s the equivalent of 3 and a 1/3 months each year doing nothing but email! Imagine if your company could cut that time in half. What might your employees do with an extra 7 weeks each year? How many more customers could you serve with the same workforce? What would that do to employee stress levels, yours included? So what are you waiting for?!?! There is no reason to let email consume more than a quarter of your day. Here are 5 steps your company can take to reduce email immediately.
Are you blessed with a special customer? Special customers are the ones who represent a significant chunk of your revenue. Some also have names so prestigious that, initially at least, you are practically willing to serve them for free just to be able to claim them as customers. When you land one, it is exciting. It’s like having a fairy godmother. You feel like you are suddenly on the road to big things. Fast forward a year or two. Now that special customer has got you jumping. You appreciate the revenue, but your people are running ragged. You are afraid to staff up because you’ve got so many eggs in one basket and you aren’t even sure it is a profitable basket. Changes are tough, though; you simply can’t risk losing the cash cow with the big name. You are not alone. I’ve worked with companies well on their way to a billion dollars of revenue who were still letting a handful of customers yank them around. Meanwhile, their employees suffer. “Regular” customers also suffer. Most important of all, the company struggles to make decisions and investments because they are too dependent on the decisions of these few customers. When one or two customers are driving your bus,
As I look ahead to 2015, I’m pretty sure I want the same things you want. The details differ, but most of us are in pursuit of three things: happiness, health, and prosperity. If you agree, this is the one resolution you should make: Take care of your energy level! Why? Because we need energy to create happiness, health, and prosperity. When we are energetic, we are happier. Period. That part is pretty simple. But it goes beyond that. Far beyond. When we are energetic, we are more determined and more able to overcome obstacles. When we fall down, the energetic jump up and try again. Energy fuels our ability to take actions that create happiness. Furthermore, our energy does not just create happiness for ourselves. When we are energetic, we are also more able and willing to help others. We can be more generous with our time and energy. And we all know that helping others is a source of happiness for others as well as for ourselves. Energy is essential to being healthy too. The lethargic don’t take care of themselves. They skip the exercise and eat whatever is handy or comforting. This, obviously, is a downward spiral. It takes energy to maintain your health. Energy is also a necessary ingredient for increasing prosperity. Your chances of winning the lottery or having a rosy future handed to you on a silver platter are nearly zero. You must take action to better your situation and action takes energy. The early bird gets the worm. Carpe diem. We create our own luck. Thus, for a great 2015, take care of your energy! Want to know the 8 steps to game-changing energy in 2015? Read on!
I don’t respond to RFPs. I have in the past, but I’ve learned my lesson. Nonetheless, I still receive them. This one just arrived and it seems a perfect opportunity to explain: Why I will ignore it Why no one should use the RFP process First, you need to know that this RFP is totally typical. I’ve changed nothing but identifying information to protect the innocent. THE RFP We are seeking proposals from Vendors with expertise and experience in conducting organizational culture assessments. Specifically, we want to determine what cultural changes will be required to align the entire organization with the Strategic Plan. Also, we expect that the feedback from this assessment will provide valuable insights about skills and behaviors (e.g. leadership; management; and communication) the Executive Team and Board of Directors may need to exhibit in accomplishing the Strategic Plan and leading the desired changes. Note: Proposals are due by Dec 26 Project Description and Deliverables 1. The Vendor will facilitate a strategic planning meeting with HR and/or Executive Team to ensure that the key expectations and objectives will be met. 2. The Vendor will develop a customized on-line assessment to be reviewed by HR and/or Executive Team. 3. Once the data has been collected, the Vendor will analyze it and identify where we have opportunities to move the culture in the desired direction. 4. The Vendor will prepare a draft report of outcomes and recommendations. 5. Once the draft report has been finalized, the Vendor will meet with the Executive Team and the Board of Directors’ Human Resources and Compensation Committee to review outcomes and recommendations. WHAT’S WRONG WITH THIS PICTURE? Let me count the ways!
He left me two phone messages. Probably a year or two after I called his company to ask questions about their product. So I returned his call. It’s the courteous thing to do. I told him I no longer had any interest in the product. Couldn’t remember anything about it. Probably inquired on behalf of a client. Thank you and goodbye. It should have been that easy, but I didn’t hang up fast enough. I guess I was still feeling courteous. Once I gave him an opening, he broke a speed record for insulting, condescending, and passive-aggressive behavior: He told me what was best for me, even though he knew nothing about me. He used a derogatory description to categorize me with consultants who don’t see value in his product. He told me that if I had an open mind, I would want to hear more. He told me that since his company had just been acquired for big bucks, I obviously needed them. And when I said goodbye for the last time, he said, “Thanks for having an open mind.” Don’t be like this! Believe in the value you have to offer, but don’t try to cram it down someone’s throat while you make assumptions, judgments, and insults! Here’s my formula: Ask Listen Offer to help Too bad he hasn’t already sent the materials he promised to email. If I could tell you his name and company, you would know better than to return his call!
Ann has worked with the Y in a number of capacities over the last couple years. Most recently she led a half-day retreat for the Board. This event was very successful, helping the Board to think through how it should evaluate different growth alternatives and trajectories. Ann’s ability to help the Board distill a host of competing goals, aspirations and concerns down to a small number of key issues was very valuable, and it helped to leave at least this Board member with a sharper understanding of the relevant trade-offs and prioritization that will be necessary for the Y as it plans its future. Bob Ethier, Treasurer, HRYMCA
Take a sharp right! Think outside the box! I get a little sick of such expressions and repeating them accomplishes little. Want to see and think differently? Try these: Travel to places you’ve never been. Read things you don’t normally read. Talk to people with whom you don’t normally talk. Walk in someone else’s shoes, literally or figuratively.
I’ve read too much about exercise. As a result, I can be very indecisive when it comes to choosing among aerobics, strength training, yoga, and walking. I can’t possibly follow all the recommendations and so pretty much any exercise I do feels inadequate. It is very demotivating. However, I’ve found a solution! And not only does it work for exercise, it echoes advice I give clients about making changes and setting goals.
I’m sure you have employees who produce excellent results and whose behavior is exemplary. These are obvious keepers! You probably also have employees who produce excellent results but whose behavior is objectionable. They may destroy trust, create anxiety, and undermine other employees. They may require constant attention or damage control. Or they may whine incessantly. Whether these employees are toxic, more trouble than they are worth, or energy suckers, they are not keepers. So why are you keeping them? Everywhere I turn there seem to be executives and managers who suffer, and let their organizations suffer, because they won’t bite the bullet and terminate employees with bad behavior. Common excuses include: “But he is so good technically.” I doubt he is irreplaceable, and if he is, what would you do if he got hit by a bus tomorrow? It is time to start the replacement process. “He isn’t that bad all the time.” That’s not what you were thinking when you read the second paragraph of this article. That’s not what his co-workers would say if they felt they could speak honestly. Ask yourself how relieved people would be if he quit or was moved to another division tomorrow. Don’t delay. You owe it to your other employees to remove objectionable behavior. “I can’t fire him; he’s in a protected class.” No one has the right to make others miserable. If you can see and define the difference between good behavior and bad behavior, you don’t have to put up with the latter. When my clients make good behavior a job expectation and unload the trouble cases, they invariably breathe a sigh of relief and wonder why they waited so long.