1. The disagreement is not personal, and
2. The objective is to generate the “best” solution, not “my” solution.
“If I can just make it through this busy time, I will be able to take a break…” At one time or another we have all either thought it or said it. It is what helped us get through a particular period of increased activity. It was the light at the end of the tunnel…so to speak.
I think what most of us missed in this scenario was that our work load was not increasing above its normal level. It was returning to its proper level.
There are always lulls in the business process. We tend to miss them as they don’t occur all at once. Gradually we find that we have more time to get things done, or drink our coffee, or any number of other diversions. With a little honest self examination you will know if you are working fully up to your potential.
It is at these times when you should take the initiative.
There are always important and significant customers that could use another “touch”. There are always budgets that could use another review, presentations that need to be updated and strategies that need to be revised. There are always things that we wanted to do to improve the business, or at least our portion of it.
In short, don’t relax. Don’t get busy. Get to work.
It’s hard to believe but it will invigorate both you and the team. It helps you maintain the “Act, don’t React” approach to business. Don’t wait for something to happen to drive your activity. Look to drive your activity in order to make something happen. It is not some trite platitude. It will actually work. It might sound a little odd, but taking the initiative to do more during a slower time will help keep the team more focused, and the business will run better.
Management hires people to fill specific roles. If you need a sales person, you look for the best sales person you can find who will be compatible with the other personalities on the team and the overall company culture. You are usually not looking for a combination Marketing, Operations, Service, and Software Developing Sales person. Finding a sales person with these additional traits may be nice, but that does not make them the best Sales person. You are normally looking for depth of capability, not breadth of capability.
Each role will require a leader with a specific strength, be it Sales, Marketing, Finance, etc. Understand what your strength is and play to it. That does not mean to ignore the other disciplines. To the contrary, they are important and you should try to increase your capabilities in those areas. You should build your capabilities in your non-core disciplines by trying to surround yourself with people whose strengths lie in disciplines outside of your core strengths.
We all like to think that we have few if any weaknesses. This may be true. The point is that not everything we have is a strength. A little honest self analysis can help each of us pinpoint our strengths. We all tend to gravitate toward people who have similar personalities and interests. This can cause trouble for an organization. Once we are aware of our own capabilities, we should consciously try to look for people with different capabilities and strengths in an effort to “fill in the gaps” in the organization.
President Ronald Reagan was a leader who recognized as a great “communicator”. He filled out his cabinet with people who were also recognized as some of the most talented individuals in their specific disciplines (Defense, Treasury, Economy, etc) around. President Reagan was a leader who played to his strength – communicating, but hired to his weakness – the mechanics and specifics of running the most diverse and complex country and economy on the planet. Looking back, it worked pretty well. We enjoyed some of the most prosperous times in recent memory. We would do well to learn from that example.
Many times we have all felt the urge to just sit back and laugh at the apparent insanity or absurdity of a business situation. My advice is to go ahead and do it. You need to find the humor in your job to really enjoy it.
I really enjoyed getting the corporate announcement announcing that there would be no more corporate announcements. (True story). Everyone else thought that was a good one too.
The job is important, and the goals need to be obtained, but it is not life and death. Depending on whom you talk to in the organization it and can be much more important than that. A good sense of humor and the good sense to share it are critical aspects of any job. It will make the tougher times easier to bear, and the better times even more fun. It can also provide a balance to those times and events that are serious.
As the leader it is your responsibility to convey the wishes and directions of the business to your team. It will be your sense of humor that will enable you to remain a part of the team while as the leader you must also remain apart from the team. It will enable the team to see that you also view issues and items from your own perspective, not just the one put forward by the business.
So the next time you get a notice telling you that the corporate training in how to run an effective meeting scheduled to start in 20 minutes will be delayed 30 minutes due to a scheduling conflict regarding the availability of the meeting room (another true story), be sure to share it. You could probably use the laugh, and so could the team.
We are all aware that the business environment is changing. We should all know that it is constantly changing. What we may not be aware of is that the rate of change in the business environment is increasing. Things are changing at an increasingly faster rate. These facts have led me to the following rule:
If you are comfortable doing what you are doing, you are probably doing it wrong.
Change does not breed comfort. As you spend more time in your new leadership role, you learn its requirements and you get more comfortable. It is this “comfort level” that we all strive for that we should also be prepared to avoid. As the leader we can either react to change or we can lead it, but either way change is bound to occur.
Change requires effort. Those businesses that lead change force other businesses to react to it. As I have said, change causes discomfort. You have to learn a whole new set of requirements. However, I have found that it is almost always more preferable (and less stressful) to go through the change and learning process on your own terms instead of reacting to someone else’s.
As the leader you can either act on your own changes (new plans, processes, programs, organizations, etc.) in order to improve your business, or you can react to someone else’s changes as they try to improve theirs. In many cases you will need to change for both purposes. This may seem like a pretty simple view of things, but it is probably a pretty accurate description of the current business environment.
The point is that if you are too comfortable in your job, there is a good chance that you are not changing as either an action or reaction to the environment, and that will be a cause of even greater stress and discomfort in the future.
Customers associate value with items that they pay for. If they don’t have to pay for it, then they assume it has no value. I think that this is another of the immutable laws of sales.
We have all heard of and potentially even tried to use the old “try and buy” closing technique. This is when you provide the customer the product for free, and at the end of some period of time they should be so enthusiastic about the product that they can’t help but pay you for it. While this may work for smaller ticket items, I have found that its success rapidly diminishes as the cost and sophistication of the product increases.
The view here is that if the customer believes that the product is free, for whatever period of time, then it has no value at least for that specific period. If the customer has no commitment to the trial process (in the form of committed money for the cost of the product) then there is no commitment from them to actually using the product to fairly ascertain its value. The key point here is that if the seller puts no value on their own product, why should the customer put any value on it.
The solution is to get the customer to put “some skin in the game”. They have to commit something of value – money – to the “trial”. Their time is nice but it is not good enough. The approach should be for them to buy the product for a period of time and if it does not perform to certain specifications, then it can be returned with a minimal restocking fee. Again a restocking fee, or a de-installation fee, etc, is important. As much as we would all like it (customers included) nothing is for free and the customer must understand that there is at least a small risk if the trial is a failure.
By implementing a “buy and try” sales process you can reduce the customers perceived risk and exposure associated with the product purchase while making sure they are committed to its use. It is in effect providing them with a fully paid grace period. If the product is sound, the service good and the relationship strong, it should also provide an effective way to close the deal.
As we moved up the management chain I was always interested in what were the sources of information on how to better manage, and how to be a better manager, that people were reading. I wanted to understand them and to do well too. I suspect that I was not too unique in this respect. As a matter of course I read several of the management books that were popular during various periods. I won’t name them, but I came to refer to them as “Management Techniques De Jour”, much along the same lines as soup de jour at a restaurant.
I started looking for management texts that had endured a little longer than their time on the best seller list. After a while I finally found a few. You may have heard of some of them, and all of them are quite old. However, I have found all of them to deliver valuable insights into some of the various aspects of management and leadership. I’ll share some of them here:
1. The Art of War, by Sun Tzu. A relatively short book written in 500 B.C. (yes, that is 2500 years ago) by a Chinese general, who was never defeated in close to 100 campaigns. It is an excellent source on the topics of leadership and strategy, two key aspects of successful business management.
2. The Book of Five Rings, by Miyamoto Musashi. Another relatively short book written in the early 17th century (yes, that is 400 years ago) by a Japanese Samurai who is credited with creating an entirely new method and school of sword fighting (kendo). It provides great insight on the importance of knowing ones craft, skill, timing and spirit.
3. The Prince, by Niccolo Machiavelli. Written in the 16th century (yes, that is 500 years ago) by an Italian nobleman and politician, it deals (sometimes very uncomfortably) with the aspects of leadership, power and politics.
4. The Art of Worldly Wisdom, by Baltasar Gracian. Also written in the 17th century, but this time by a Spanish priest. This is a collection of 300 aphorisms on how to approach life and interpersonal relationships.
There are many more out there, but these are some of the best, and most famous. Don’t read them with an eye to how they are written. Read them with an eye toward how they may be applied today, in the business world we must operate in.
If you have any other books that you might like to add to this list, I would be interested to hear them.
Throughout our careers I am sure we have all had instances when we wished we had said something other than what we actually did say. For me these “I wish I had…” events normally revolved around saying something other than “No” to a request, when “No” was the right answer.
The value of saying “No” is a very underrated concept. There is a book, “The Art of Worldly Wisdom” by a seventeenth century Spanish monk by the name of Baltasar Gracion, that is a collection of three hundred aphorism’s that are designed to help one make their way in the world and achieve distinction. It is amazing how much of a document written close to four hundred years ago is still applicable.
In his book Gracion deals with the idea of saying “No”. He says: “Know how to say “no”. You can’t grant everything to everybody. Saying “no” is as important as granting things, especially among those in command. What matters is the way you do it. Some people’s “no” is prized more highly than the “yes” of others: a gilded “no” pleases more than a curt “Yes”…..”
As you can see being able to say “No” has been a recognized issue for at least 400 years, if not more. Gracion points out that no one can do it all, but how you say “No” is important. Too firm, or too often and people may not come back to ask you again. The rule of saying “no” can be applied with our business and customers and in other aspects of our lives as well.
Delivering satisfaction, be it to the Board of Directors, senior management, or to customers requires that we set expectations appropriately. By not saying “No” when appropriate, you can be construed as having provided a tacit “Yes”. This may result in an unattainable level of expectation, and a considerable level of dissatisfaction, which is a particularly bad situation to be in when it comes to your customers.
One of the ways most of us made our way up the corporate ladder was to be able to answer the tough questions, and find solutions to the difficult problems. It is interesting in that the result of the problem answering capabilities that enabled most people to become leaders and executives also resulted in their moving to management levels that were farther and farther away from where the problems were. Executives must evolve from “go to” problem solvers to leaders who groom the next generation of “go to” problem solvers.
As an established problem solver it is easy to stay in that mode as an executive. Members of your team will bring you the problem and you will establish the direction or answer it. This is not the way to go. As you have moved up the ladder you have moved away from the line issues and problems. You have experience on how to deal with issues of the type you will hear about, but you are not on the line for that specific issue.
The way I dealt with this situation was straight forward. I told the team that I was reasonably aware of most of the major issues in the business. What I needed from the team was workable answers to the issues. The rule was then put in place that anybody could come and talk to me about any issue they had in the business as long as they also brought at least one workable answer.
This move enabled me to learn all that was going on, while providing some guidance and experience on the implemented solutions. It seemed to work very well. It enabled those that were directly involved with and closest to the issue to suggest solutions (which is always a good idea) and it provided the opportunity to have a check and balance (prioritization) based higher level business needs.
It also trained and groomed the next generation of problem solvers (line of succession) for the business, which helped create a stronger business.