The United States has been a melting pot of diverse people since its founding. Yet it has only been within the past few decades that companies have realized the value of a diverse workforce. Now thousands of companies throughout the country have implemented diversity programs within their organization in an attempt to capitalize on the strengths of multifaceted employees. At least that is what companies say they are doing.
There are various approaches to diversity appreciation in corporate America. Some act as if diversity is a passing fad, where one jumps on the bandwagon and then jumps off when the interest wanes. Others see diversity as merely a numbers game, where diversity is achieved my promoting the right number of minority workers into key positions in management. Some companies have created a culture that truly values its diverse workforce and removes barriers that arbitrarily restricts people within the organization. And there are a few companies who have learned how to get 100% from 100% of their employees because they know how to glean the full potential of their workforce regardless of the diversity of their employees.
Outlined below are four typical approaches to diversity management in the workplace. They are listed in ascending order of what I believe diversity management should entail. By reading through the descriptors you can identify at what level your company truly values diversity in the workplace.
BRAND IMAGE
Desired Outcome: The purpose of this approach is to create a brand image of being a company that values the diversity of its employees. The focus is on getting name recognition and awards for the company’s diversity programs. The primary goal of this approach is to be viewed as a benchmark company when it comes to diversity programs. Under this scenario it is only necessary to achieve a perception that the company is a diverse company. If customers, employees, vendors, suppliers, shareholders, and general public believe the company is diversity champions, and hold the organization in high regard because of it, the diversity program can be considered a success.
Indicators of Success: With this approach the key is getting the company’s name in the media, obtaining industry awards, and being at the top of mind regarding all diverse issues. The focus is on getting the company's name out as much as possible so people accept the message that the organization is a diverse company.
Achieving the Desired End Result: If a message is repeated loud enough and often enough, people begin to believe it. This approach requires a strong marketing and public relations component to make sure the company’s name is at the top of mind in all of the important venues of interest regarding diversity. The key to success is having anecdotal stories that show the company is diverse. The more examples one can give of where the company has provided opportunity and growth for diverse construction companies, vendors and employees, the better off the company brand image will be. Consequently, all one has to do is find a few powerful success stories of diversity, share those stories loudly and often, and the organization will be successful in creating the desired brand image.
AFFIRMATIVE ACTION
Desired Outcome: The goal of this approach is to create a company that truly does provide equal opportunity for people of diverse backgrounds and characteristics to be paid fairly, promoted, obtain supplier and vendor contracts, and/or to win construction projects. It entails more than just consideration for such things, but rather an affirmative and aggressive desire to achieve diversity in the managerial, supplier, vendor and construction company ranks. The goal of this approach is to have a representative number of people in key positions throughout the company that match the diverse demographics of the community. Vendor, supplier and construction contracts must also be awarded to a representative diverse group.
Indicators of Success: The key to this approach is the typical EEO issue of making sure the company has numbers that confirm it is affirmatively providing opportunities for people of diversity regarding pay, promotions, supplier contracts, and/or construction projects. Success is achieved when the company has the right numbers and percentages that indicate it is a diverse company.
Achieving the Desired Results: This is a relatively simple approach to diversity. All it requires is identifying viable employee, supplier, and construction company candidates who can be hired or developed into qualified individuals for key management positions, supplier contracts, and/or construction projects. All that must be done is to search for candidates in the obvious places where they might be found (e.g.: black colleges, suppliers from minority communities, etc.). Or, even simpler, just identify the right diversity mix the company wants and hire it, regardless of qualifications.
CULTURE OF ACCEPTANCE
Desired Outcome: This approach seeks to create a company that truly does value and appreciate the diverse nature of its workforce. It recognizes diverse people have different needs, different values, different characteristics, different styles and different desires in the workplace; and it seeks acceptance and tolerance for these differences in order to create a healthy and productive workplace. The key to this approach is getting everyone to be aware of and accept these differences in order to reduce conflict, maximize performance, and allow people to reach their full potential by removing diversity barriers in the workplace.
Indicators of Success: The key to this approach is helping everyone within the company to become more diversity conscious; to become aware of their personal believes, biases, and actions regarding people of diverse backgrounds; and to alter their actions in order to provide equal opportunity and a work culture that meets the needs of every employee in the company. It also includes removing the barriers that limit growth opportunities for certain people because of diversity issues.
Achieving the Desired Results: This approach requires people at all levels of the company to become introspective and aware of their belief-systems and actions regarding diversity issues. It requires specific policies, procedures, processes, practices and systems that create a culture that accepts and assertively values the diversity of its employees. This acceptance must also lead to opportunities for diverse people to raise their potential, be promoted, and take on different roles and responsibilities that previously may not have been available to them in a less diverse-sensitive company.
MAXIMIZE PERFORMANCE OF ALL EMPLOYEES (regardless of individual differences)
Desired Outcome: The purpose of this approach is to maximize the performance of each employee by removing barriers that limit their potential, regardless of whether those barriers are diversity issues (e.g.: race, culture, gender, etc.) or other barriers that hinder one’s progress (e.g.: language skills, education, work ethic, off-purpose work behaviors, social skills, etc.). The goal is to raise the productive output of each individual by understanding their unique differences and over-riding whatever keeps a person from reaching his or her fullest potential. Likewise, this approach seeks suppliers, vendors and construction companies who can produce the desired quality products on time, on budget, and within scope.
Indicators of Success: The success of this approach is witnessed when each individual within the company has achieved the highest level of performance of which he or she is capable. It is also seen when barriers are removed and people go beyond what anyone had previously believed was possible because of preconceived insurmountable diversity issues. Success entails helping diversity suppliers, vendors and construction companies raise their productive output to a level where they are capable of winning company contracts and successfully delivering their goods and services as specified in the contracts without the company lowering the requirements of the contracts. In other words, success of this approach is not in raising people up, but in raising their performance up so they are viable candidates for future promotions and contracts regardless of their diversity.
Achieving the Desired Result: This approach entails a mature and sophisticated approach to managing the business using proper management techniques. It entails an acceptance that diversity is a normal practice of good management wherein managers are charged with increasing the efficiency and effectiveness of all of their employees so they can produce more. This approach requires good management systems that create a productive work environment where all employees feel comfortable, confident, proud and included. It requires managers to deal with employees as individuals (rather than ethnic groups, genders, etc.) and to implement individual development plans so every employee can overcome barriers that inhibit the achievement of their highest potential. It also requires working with diverse vendors, suppliers and construction companies who currently do not qualify as acceptable resources to help them raise their performance capabilities so they can qualify for contracts with the company.
There seems to be one final, higher level of diversity management that a company can attain. Perhaps it is too idealistic or Utopian to believe it may ever become a reality, but I dream of the day when people within the workplace no longer see different skin tones, hear different languages, perceive different cultures or feel any separation in the workforce because we focus on the similarities of people at work instead of our differences.
- - - - - - - - -
Mac McIntire is the president of Innovative Management Group, a Las Vegas-based training and consulting firm that helps companies define their strategic focus, align their internal effort, and gain the commitment of their workforce to achieve long-term profitability and growth. If you would like more information about how we can help your company, please contact us at 702-258-8334, e-mail to mac@imglv.com, or visit us on the web at www.imglv.com.
Friday, April 22, 2011
Monday, April 4, 2011
Ten Things Every Employee Should Know: How to Increase One’s Personal Value at Work
Employees can make themselves more valuable and promotable by understanding ten key things
———
We continue to live in very difficult economic times. Companies across the country have laid off employees in droves. Businesses have clos-ed. The ranks of the unemployed are high. Employees are still fearful for their jobs.
As I walk the floors of client companies I hear concerned employees stressing about their future. Most feel helpless, believing their destiny is in someone else’s hands. They think there is nothing they can do to protect themselves from being laid off.
This may be true in some cases where poor management decisions have left companies with no option other than massive downsizing. But in most cases, management makes a decision of who stays and who leaves during bad economic times based upon some value judgment of the worth and contribution of the individual employee.
Therefore, every employee needs to fully grasp this simple concept: in most situations, the future of an employee’s job security rest squarely on the shoulders of the employee, not the manager. The key to maintaining one’s employment is to ensure one is employable. This applies to both one’s current job and one’s future position, should an employee find oneself out of work during tough economic times.
Employable employees will always have a job. Wise employees realize this. Astute employees know there are very specific things they can do to guarantee they remain employed and employable. Sadly, most employees never learn these basic precepts. They are seldom, if ever, taught in public schools or business management courses. Some people may be lucky enough to learn about them from a mentor. But most people either learn these principles the hard way — through experience — or they never learn them at all.
Listed below are ten important axioms I believe every employee must fully understand and internalize in order to better position oneself for success in the business world. These ten principles come from my more than 37 years of observations as a business executive and management consultant. They are ten unspoken axioms that apply in any organization. They are ten keys to an employee’s current and future success.
Axiom #1: Your work is a commodity. What you do as an employee only has value if someone is willing to pay for it. If you want people to value what you do, you need to deliver on the “implied promises” that are inherent in your job description. It’s implied that you will be honest. It’s implied that you will be on time to work. It’s implied that you will work hard and provide an honest day’s work for an honest day’s pay. It’s implied that you will do exactly what is expected of you by your boss. It’s implied that you will never exhibit inappropriate or off-purpose behaviors or act contrary to the good of your employer.
The better you are at delivering on the implied promises, the greater your value will be as an employee. And the greater your value is as an employee, the higher the odds are that you will always be employed.
Axiom #2: The value of your work is determined by others, not by you. As an employee you cannot tell others how valuable you are. You cannot declare how hard you work. You cannot determine the worth of what you do based upon your own perceptions of worth. Your boss – and more particularly, your customers – determines the worth of what you do as an employee.
You need to find out what others expect from you in the workplace. Focus on your “customers” and what they want. Ask your subordinates, peers and superiors what their expectations are of you. Learn their definition of success for you so you can work toward it. Don’t assume you know what it takes to succeed. Solicit the input of others and then match your performance and behaviors to the feedback you receive. In the workplace other people determine the criteria for your success, not you. You will succeed when you deliver what others expect from you.
Axiom#3: You get out of life what you give. Make sure you give your honest best effort at work. Show more interest in meeting the needs of the business, rather than your own needs. When you do all that you can at work to achieve the company’s objectives – while suspending your personal agenda – you will find that your personal needs, more than likely, will also be met. When you watch out for others, they usually watch out for you.
Axiom #4: Be supportive of your boss. Do everything within your power and ability to make your boss a hero. Discern his or her needs and objectives. Do your part (and more) to meet those needs and achieve the boss’ objectives. Be responsive to the directives and commands of your boss. Express appreciation and show your support of your boss whenever possible. Very seldom in the business world can one succeed without the support of one’s boss. The more supportive you are of your boss, the more support you can expect in return, particularly in tough economic times.
Axiom #5: Be supportive of your teammates. Help out whenever possible. Chip in when work needs to be done. Never engage in gossip, back-biting, or criticism of the members of your work team. Talk positively about your colleagues. Offer encouragement and support to your coworkers at every opportunity. Recognize the accomplishments of others and praise them liberally. Be a team player in all of your actions, words and deeds.
Axiom #6: Recognize where and how others have contributed to your success. Few great achievements were ever accomplished individually. Someone helped you get to where you are. People around you are contributing to your success. Give credit to those who support you directly or indirectly. Take only a small piece of the credit for team accomplishments. Don’t toot your own horn too loudly. When you recognize and praise others for what they have done for you, more than likely they will sound your praises in return.
Axiom #7: Speak up. Be a contributor. Share your opinion and views. Provide input. Offer your perspective. Don’t be a “yes man” when no is the right answer. Help everyone to succeed by identifying and sharing where improvements can be made. But do so wisely and kindly. Know when, where and how to offer suggestions or provide critical analysis. Have sound, valid reasoning behind your statements and never push your personal agenda. Always offer your suggestions in a kind and respectful manner.
Axiom #8: Be receptive to and a champion of change. Change is inevitable in every job. Work processes continually evolve. Good workers are always looking for ways to accomplish their work easier, faster or cheaper. Never become complacent in your work. Always look for opportunities to improve. Never resist change. When changes come accept them eagerly and adapt to them quickly. Be an early adopter of change and help others to change as well. Show management that you are willing and able to do whatever is necessary to guarantee success in the new business model.
Axiom #9: Tolerate the idiosyncrasies of your organization. Every company has something strange about it. Usually there is some trivial (or significant) thing about the way a company operates that bothers the employees. Good employees are able to look past it; and it is this tolerance that makes them especially good employees. Bad employees whine and let it affect their attitude; and it is their bad attitude that makes them bad employees. The more employees complain or fight against the idiosyncrasies of their organization the less they become a part of it. Good employees seek to build up their organization, while bad employees tear it down. Do all you can to be a non-complaining, non-criticizing employee.
Axiom #10: Be a model of excellence. Produce quality results. Provide exceptional service. Model the appropriate attitude and behaviors. Make it happen. Get it done. Do it right.
High value employees are always “go-to” employees. They are the ones who managers know will get the work done on time, on budget, and within scope. Be an employee that can always be counted on. When you are viewed as the highest value employee, you will either be the last on the list for layoffs or off the list completely. But, more important, high value employees can easily transport their high value to any organization for whom they work. There is always a place for high value employees.
Employees who consciously remember these ten axioms, and model them daily, will find their value to their company increasing. High value employees are seldom let go. Even during severe economic downturns, most companies will do all they can to retain their highest value workers.
I wish to stress that these ten axioms should constitute “normal” behavior for all employees at all times. Clearly they are important during a downturn in business, but, even in the good times, employees who model these principles – for in good times high value employees are the most likely to get promotions and pay raises. Management tends to reward employees who deliver on the implied promises, meet expectations, and focus on business results. Management appreciates those employees who support their boss and their fellow workers. Management prefers employees who speak up and offer suggestions for improvement in a kind and respectful manner. The best candidates for promotion are those who are receptive to change, tolerate the company’s idiosyncrasies, and who model the appropriate performance, attitude and behaviors each and every day at work.
Wise employees realize their employment future is within their own hands. To a great extent they control their own destiny in the workplace. They can choose to accept these ten axioms or reject them; and, by so doing, either reap the rewards or suffer the consequences of their choice.
- - - - - - - - - -
Mac McIntire is the president of Innovative Management Group, a Las Vegas-based training and consulting firm that helps companies define their strategic focus, align their internal effort, and gain the commitment of their work-force to achieve long-term profitability and growth. If you would like more information about how we can help your company, please contact us at 702-258-8334, e-mail to mac@imglv.com, or visit us on the web at www.imglv.com.
———
We continue to live in very difficult economic times. Companies across the country have laid off employees in droves. Businesses have clos-ed. The ranks of the unemployed are high. Employees are still fearful for their jobs.
As I walk the floors of client companies I hear concerned employees stressing about their future. Most feel helpless, believing their destiny is in someone else’s hands. They think there is nothing they can do to protect themselves from being laid off.
This may be true in some cases where poor management decisions have left companies with no option other than massive downsizing. But in most cases, management makes a decision of who stays and who leaves during bad economic times based upon some value judgment of the worth and contribution of the individual employee.
Therefore, every employee needs to fully grasp this simple concept: in most situations, the future of an employee’s job security rest squarely on the shoulders of the employee, not the manager. The key to maintaining one’s employment is to ensure one is employable. This applies to both one’s current job and one’s future position, should an employee find oneself out of work during tough economic times.
Employable employees will always have a job. Wise employees realize this. Astute employees know there are very specific things they can do to guarantee they remain employed and employable. Sadly, most employees never learn these basic precepts. They are seldom, if ever, taught in public schools or business management courses. Some people may be lucky enough to learn about them from a mentor. But most people either learn these principles the hard way — through experience — or they never learn them at all.
Listed below are ten important axioms I believe every employee must fully understand and internalize in order to better position oneself for success in the business world. These ten principles come from my more than 37 years of observations as a business executive and management consultant. They are ten unspoken axioms that apply in any organization. They are ten keys to an employee’s current and future success.
Axiom #1: Your work is a commodity. What you do as an employee only has value if someone is willing to pay for it. If you want people to value what you do, you need to deliver on the “implied promises” that are inherent in your job description. It’s implied that you will be honest. It’s implied that you will be on time to work. It’s implied that you will work hard and provide an honest day’s work for an honest day’s pay. It’s implied that you will do exactly what is expected of you by your boss. It’s implied that you will never exhibit inappropriate or off-purpose behaviors or act contrary to the good of your employer.
The better you are at delivering on the implied promises, the greater your value will be as an employee. And the greater your value is as an employee, the higher the odds are that you will always be employed.
Axiom #2: The value of your work is determined by others, not by you. As an employee you cannot tell others how valuable you are. You cannot declare how hard you work. You cannot determine the worth of what you do based upon your own perceptions of worth. Your boss – and more particularly, your customers – determines the worth of what you do as an employee.
You need to find out what others expect from you in the workplace. Focus on your “customers” and what they want. Ask your subordinates, peers and superiors what their expectations are of you. Learn their definition of success for you so you can work toward it. Don’t assume you know what it takes to succeed. Solicit the input of others and then match your performance and behaviors to the feedback you receive. In the workplace other people determine the criteria for your success, not you. You will succeed when you deliver what others expect from you.
Axiom#3: You get out of life what you give. Make sure you give your honest best effort at work. Show more interest in meeting the needs of the business, rather than your own needs. When you do all that you can at work to achieve the company’s objectives – while suspending your personal agenda – you will find that your personal needs, more than likely, will also be met. When you watch out for others, they usually watch out for you.
Axiom #4: Be supportive of your boss. Do everything within your power and ability to make your boss a hero. Discern his or her needs and objectives. Do your part (and more) to meet those needs and achieve the boss’ objectives. Be responsive to the directives and commands of your boss. Express appreciation and show your support of your boss whenever possible. Very seldom in the business world can one succeed without the support of one’s boss. The more supportive you are of your boss, the more support you can expect in return, particularly in tough economic times.
Axiom #5: Be supportive of your teammates. Help out whenever possible. Chip in when work needs to be done. Never engage in gossip, back-biting, or criticism of the members of your work team. Talk positively about your colleagues. Offer encouragement and support to your coworkers at every opportunity. Recognize the accomplishments of others and praise them liberally. Be a team player in all of your actions, words and deeds.
Axiom #6: Recognize where and how others have contributed to your success. Few great achievements were ever accomplished individually. Someone helped you get to where you are. People around you are contributing to your success. Give credit to those who support you directly or indirectly. Take only a small piece of the credit for team accomplishments. Don’t toot your own horn too loudly. When you recognize and praise others for what they have done for you, more than likely they will sound your praises in return.
Axiom #7: Speak up. Be a contributor. Share your opinion and views. Provide input. Offer your perspective. Don’t be a “yes man” when no is the right answer. Help everyone to succeed by identifying and sharing where improvements can be made. But do so wisely and kindly. Know when, where and how to offer suggestions or provide critical analysis. Have sound, valid reasoning behind your statements and never push your personal agenda. Always offer your suggestions in a kind and respectful manner.
Axiom #8: Be receptive to and a champion of change. Change is inevitable in every job. Work processes continually evolve. Good workers are always looking for ways to accomplish their work easier, faster or cheaper. Never become complacent in your work. Always look for opportunities to improve. Never resist change. When changes come accept them eagerly and adapt to them quickly. Be an early adopter of change and help others to change as well. Show management that you are willing and able to do whatever is necessary to guarantee success in the new business model.
Axiom #9: Tolerate the idiosyncrasies of your organization. Every company has something strange about it. Usually there is some trivial (or significant) thing about the way a company operates that bothers the employees. Good employees are able to look past it; and it is this tolerance that makes them especially good employees. Bad employees whine and let it affect their attitude; and it is their bad attitude that makes them bad employees. The more employees complain or fight against the idiosyncrasies of their organization the less they become a part of it. Good employees seek to build up their organization, while bad employees tear it down. Do all you can to be a non-complaining, non-criticizing employee.
Axiom #10: Be a model of excellence. Produce quality results. Provide exceptional service. Model the appropriate attitude and behaviors. Make it happen. Get it done. Do it right.
High value employees are always “go-to” employees. They are the ones who managers know will get the work done on time, on budget, and within scope. Be an employee that can always be counted on. When you are viewed as the highest value employee, you will either be the last on the list for layoffs or off the list completely. But, more important, high value employees can easily transport their high value to any organization for whom they work. There is always a place for high value employees.
Employees who consciously remember these ten axioms, and model them daily, will find their value to their company increasing. High value employees are seldom let go. Even during severe economic downturns, most companies will do all they can to retain their highest value workers.
I wish to stress that these ten axioms should constitute “normal” behavior for all employees at all times. Clearly they are important during a downturn in business, but, even in the good times, employees who model these principles – for in good times high value employees are the most likely to get promotions and pay raises. Management tends to reward employees who deliver on the implied promises, meet expectations, and focus on business results. Management appreciates those employees who support their boss and their fellow workers. Management prefers employees who speak up and offer suggestions for improvement in a kind and respectful manner. The best candidates for promotion are those who are receptive to change, tolerate the company’s idiosyncrasies, and who model the appropriate performance, attitude and behaviors each and every day at work.
Wise employees realize their employment future is within their own hands. To a great extent they control their own destiny in the workplace. They can choose to accept these ten axioms or reject them; and, by so doing, either reap the rewards or suffer the consequences of their choice.
- - - - - - - - - -
Mac McIntire is the president of Innovative Management Group, a Las Vegas-based training and consulting firm that helps companies define their strategic focus, align their internal effort, and gain the commitment of their work-force to achieve long-term profitability and growth. If you would like more information about how we can help your company, please contact us at 702-258-8334, e-mail to mac@imglv.com, or visit us on the web at www.imglv.com.
Friday, November 19, 2010
The Value of Giving Immediate Feedback
Every manager knows he or she should give an employee immediate feedback when the worker performs below expectations. But sometimes managers fail to do what they know they should do because they are afraid of the reaction they may get when they confront the employee.
Managers who delay giving feedback to their employees do a disfavor to all concerned. They cause more problems by not confronting the employee than they would by confronting the employee immediately.
When a rocket goes off course the best time to give it feedback is as soon as the discrepancy occurs. If caught early, the course can be corrected with a short burst of the rocket thrusters. The longer the rocket goes off course the more fuel it will require to get it back on the right trajectory. And, if caught to late, there may not be enough fuel to correct the deviation. When this happens the rocket has to be destroyed.
The situation is the same regarding employee performance. When an employee goes off course the best time to give him or her feedback is as soon as the digression occurs. When caught early very little energy is required to make the correction. The longer the employee travels down the wrong path the more energy it will take to change the employee’s performance. Not only will the employee have to do more to change, but the manager also must exert a lot of energy to get the employee to make the course correction.
Managers who delay giving feedback to off-target employees cause problems for themselves. When an employee has been doing the wrong thing for an extended time, and then is finally confronted with the error, the worker is more likely to respond poorly to the feedback than they would have had the feedback been given earlier. Belated feedback incites a great deal of resistance. The employee typically retorts with such comments as: “How come you didn’t tell me this earlier”; “This is the way I’ve always done it”; “This is how I was trained to do it”; or “There’s nothing wrong with the way I’ve been doing it.”
When feedback is delayed it invariably causes the employee to focus on the path they have been on rather than the corrective path they need to follow. They argue about where they have been rather than accept where they need to go.
Late feedback also causes the employee to focus on the manager rather than focus on his or herself. They often accuse the manager of being wrong rather than accepting that their own performance is wrong. Instead of using their energy to make the course correction they waste time and energy fighting the feedback they’re given. Rather than immediately getting back on track they stand their ground and defend the course they are on.
Immediate feedback is much easier on both the employee and the manager. The earlier the feedback is given to the employee the easier it is to accept the correction and the less energy it takes to change one’s behavior.
The sooner the manager delivers the feedback the less likely the employee will respond negatively to the feedback and use their energy to attack the manager rather than attacking the problem. Immediate feedback gets immediate positive results.
Managers who delay giving feedback to their employees do a disfavor to all concerned. They cause more problems by not confronting the employee than they would by confronting the employee immediately.
When a rocket goes off course the best time to give it feedback is as soon as the discrepancy occurs. If caught early, the course can be corrected with a short burst of the rocket thrusters. The longer the rocket goes off course the more fuel it will require to get it back on the right trajectory. And, if caught to late, there may not be enough fuel to correct the deviation. When this happens the rocket has to be destroyed.
The situation is the same regarding employee performance. When an employee goes off course the best time to give him or her feedback is as soon as the digression occurs. When caught early very little energy is required to make the correction. The longer the employee travels down the wrong path the more energy it will take to change the employee’s performance. Not only will the employee have to do more to change, but the manager also must exert a lot of energy to get the employee to make the course correction.
Managers who delay giving feedback to off-target employees cause problems for themselves. When an employee has been doing the wrong thing for an extended time, and then is finally confronted with the error, the worker is more likely to respond poorly to the feedback than they would have had the feedback been given earlier. Belated feedback incites a great deal of resistance. The employee typically retorts with such comments as: “How come you didn’t tell me this earlier”; “This is the way I’ve always done it”; “This is how I was trained to do it”; or “There’s nothing wrong with the way I’ve been doing it.”
When feedback is delayed it invariably causes the employee to focus on the path they have been on rather than the corrective path they need to follow. They argue about where they have been rather than accept where they need to go.
Late feedback also causes the employee to focus on the manager rather than focus on his or herself. They often accuse the manager of being wrong rather than accepting that their own performance is wrong. Instead of using their energy to make the course correction they waste time and energy fighting the feedback they’re given. Rather than immediately getting back on track they stand their ground and defend the course they are on.
Immediate feedback is much easier on both the employee and the manager. The earlier the feedback is given to the employee the easier it is to accept the correction and the less energy it takes to change one’s behavior.
The sooner the manager delivers the feedback the less likely the employee will respond negatively to the feedback and use their energy to attack the manager rather than attacking the problem. Immediate feedback gets immediate positive results.
Tuesday, August 17, 2010
Customers Will Pay a Premium Price for Great Customer Service
Nothing adds more value to a customer than great customer service
———
Anyone who knows me knows I am a cheapskate. I have a real hard time spending money on myself. I’m one of those people who will look for the lowest price and buy that item even if the quality isn’t quite what I want.
At least that’s what I’ve always thought. Then something happened to open my eyes to reality.
Since I travel so much I use a laundry service to wash and press my shirts, pants and suits. Fortunately there is a cleaner just around the corner from my home.
Several months ago I noticed this particular cleaner is fairly expensive. My wife told me I could get my shirts cleaned for almost 50% less than what I am paying. But I refuse to change, regardless of the cost savings. At first I thought my hesitancy to switch was out of convenience. The other cleaner is several blocks away, while this cleaner is just around the corner. But the other day when I went to my current cleaner it dawned on me why I am willing to pay more and stick with the cleaner I’m using.
As I walked toward the shop the owner had already pulled my ticket and had the conveyor belt spinning as she looked for my clean clothes. As I entered she smiled broadly and said: “Good morning, Mr. Mac.” She also had a new ticket ready for my dirty load of clothes and had written my name on the top of the ticket. She did all of this after recognizing my car as I pulled into the parking lot.
As I walked out of the cleaner I had a big smile on my face. I realized the way I was feeling at that moment was the reason why I am willing to pay more at my cleaner. I like the way they make me feel. They know me. They make me feel special. They act as if I’m an important customer and they want my business. I don’t know if they treat every customer like that (I like to think that it’s just me), but I certainly notice it and am willing to pay a premium price because of it.
It doesn’t take much to wow your customers. You just have to notice. Notice who they are and what they like. All you have to do is pay attention and do a few minor things that make a difference. It’s the little things that create loyal customers.
The other day, while on a business trip back East, I was in a restaurant waiting for my dinner. I normally order room service but the hotel where I was staying did not have this service. I hate eating alone in a restaurant because it’s boring sitting there staring at the empty table.
On this occasion another waiter (not my own) noticed that I was alone and that I had been waiting for some time for my food. He came over and, in a concerned voice, said: “One of our cooks called in sick today so our service is slower than usual. Can I get you a newspaper to read while you wait?”
Needless to say, I was impressed. I gave him a tip when he came back with the paper.
Several years ago I read a survey where people were asked to identify the one thing that would cause them to take their business elsewhere. The results were surprising. Only 20% of the respondents said they would take their business elsewhere if they were treated “rudely.” But 86% of those surveyed said they would stop doing business with a company if they were treated “indifferently” — as if their patronage was not important.
Most customers are more than willing to pay a premium price for service providers who simply notice them and then proactively respond to their needs without prompting. My cleaner has convinced me of this.
Wednesday, June 9, 2010
Your Company Could Be Driving Your Employees Crazy
Many years ago I worked at a mental health center in North Platte, Nebraska. I was a mental health educator and the public relations director for the facility.
While working there I spent a lot of time researching mental health issues so I could provide mental health information to the community. One day in my research I came across a model that identified why some people are more likely than others to become mentally or emotionally disturbed. This is the model:
Organic Factors + Stress
_____________________
Coping + Support + Self-
Skills Network Esteem
The model suggests that people who have strong organic factors and excessive stress are more likely to become emotionally or mentally ill than those who have a lesser portion of these two factors.
Organic Factors are such things as a chemical imbalance, a neurological disorder, a psychosis, a history of mental illness in one’s family, or some other similar malady.
Stress is the sum of any combination of things that place a strain on a person’s mental, emotional, physical, social, spiritual, or intellectual well-being.
According to the model, if a person has a history of organic problems and a high degree of stress in one’s life, chances are this individual will experience emotional or psychological problems at some point unless that person has developed effective ways to counterbalance the organic factors and stress.
The counterbalances to these two elements are: Coping Skills, a strong Support Network, and a healthy Self-Esteem.
Individuals who have developed ways to effectively cope with the stressors in their life are less likely to have emotional or psychological problems. People who have supportive relationships with their family, friends or work colleagues are also less likely to become mentally ill. And, as one might expect, individuals who possess a healthy self-esteem are less likely to experience mental or emotional dysfunction.
This model was a theory in the mental health field. But, surprisingly, after leaving the mental health world and becoming an organizational development consultant, I realized my mental health background was extremely helpful in diagnosing the ills and dysfunctions that often occur in businesses around the world. I quickly discovered there are significant parallels between crazy people and crazy companies.
Crazy companies can be identified by their dysfunctional Organizational Factors and the voluminous amount of Stress with which they burden their employees. The intensity of the organizational factors and stress in “crazy” companies is heightened by an inability internally to Cope with the organizational problems. Likewise, in dysfunctional companies there generally is a complete lack of an internal Support Network where employees can talk through or find successful resolution to their problems. Finally, employees in emotionally unbalanced companies seldom exude pride in their organization and, in fact, usually display all of the characteristics of an organization populated with employees who have low in Self-Esteem when it comes to work.
Unfortunately, throughout my 30 years as a consultant I’ve found there are a lot of crazy companies in this world. And inside those companies are a number of formerly sane employees who have become emotionally distraught from the stress of working for a dysfunctional company. The Postal Service is a perfect example of a company that somehow seems to create more than its share of mentally and emotionally disturbed employees.
Several years ago I worked with a large health insurance company in Florida. It was one of sickest and craziest places I’ve ever experienced in over 35 years of being a business consultant. The CEO literally had to be insane. His behavior was extremely bizarre and definitely over the edge. He was almost abusive in the way he treated the executives, managers, and employees of the company.
The organization itself was structured in a way that guaranteed failure. Every internal process was bureaucratic and cumbersome. The place swarmed with cross-functional “teams” that were supposed to fix things, but instead spent hours in countless meetings pointing fingers, blaming each other, and fighting over turf and trivial issues. Not once, in the whole time the CEO had been in his position, had a problem solving team actually solved the problem the team was chartered to fix. That’s because every time a team got close to resolving an issue the CEO would stir the pot and blow-up the team with some arcane directive. He seemed to derive pleasure from seeing people endlessly struggle in chaos.
The stress in this company was so palpable one could almost see a black cloud hanging over every employee. Everyone looked and acted depressed. Managers barricaded themselves in their offices as a way to cope with the stress of their work environment. People smoked and drank coffee like there was no tomorrow. No one talked to anyone. There was nowhere to turn for support. People were actually criticized when they tried to share information or coordinate their efforts with other departments.
People hated working at this company. When asked by others where they worked, most employees were too ashamed to admit they were employed at this firm. The company’s reputation in the community was horrible. The negative company identity impacted how individuals perceived their personal identity and self-worth.
With no way to cope with the stress at work, nowhere to turn for support, and absolutely no pride in their company, it should be no surprise that many of the employees at this firm had severe emotional, psychological, and mental problems. Work problems went home with the employees and, in some cases, destroyed marriages. Once-confident managers frequently could be seen crying in their offices. Some became almost catatonic, incapable of making decisions. Many workers abused alcohol or other substances. The company and the employees were a mess.
I am amazed at how many managers use dysfunctionally crazy tactics in running their organization. I’ve seen executives who purposely pit managers against each other as a means to stimulate “creativity.” In actuality, all it usually creates is hostility, resentment, and ill-will in the workplace. I’ve also witnessed managers who use criticism, cynicism and insults as means to “motivate” their employees to perform better. It just makes them worse. Negative means never make people feel better about themselves, their boss, or their company. Negativity just destroys trust, respect, and confidence. It is impossible to bring about a positive outcome by negative means.
Just as one can predict whether or not a person will become mentally ill by using the mathematical equation in the mental health model outlined above, so too can it be determined which companies will drive their employees insane. You can diagnose the “sanity” of your company by asking these simple questions listed below:
Organizational Factors
Stress Factors
Even if there are organizational issues and significant stressors within your company, it doesn’t necessarily mean your organization is dysfunctional or crazy. There are counterbalances to every organizational problem.
Unfortunately, some companies fail to develop the coping skills needed to deal with the stresses of the job. They neglect to foster a support network of cross-functional cooperation and collaboration. They allow employees to become isolated and territorial. Instead of reaching out and assisting one another, people in the organization hunker down, falsely believing, as do many mentally ill patients, that problem avoidance and shunning others will help them maintain their sanity in a stressful world.
There was a time when people’s self-esteem was strongly tied to their place of employment. They were proud to work at General Motors, IBM, Caesar’s Palace, or, perhaps, even your company. But many of today’s businesses have lost their positive self-image and strong employee affinity.
To truly succeed in today’s competitive markets, companies need to stabilize their enterprise in more than just the financial arena. They need to create a well-balanced, emotionally-healthy organization where employees want to and can commit themselves to being highly productive.
Companies can instill a renewed pride in their organization by having a clear vision of their future, by developing effective strategies and tactics to achieve that future, and by providing a secure role for their employees in that envisioned future.
Healthy companies create supportive networks within the enterprise by enhancing cross-functional communication, cooperation and collaboration. Managers within these companies do everything they can to make sure people talk to one another. Management is highly visible. They actively seek opportunities to solicit feedback from and “network” with employees.
Stable organizations help their employees cope with the pressures of work by properly orienting and training their workers so they don’t flounder in their positions. They make it clear what employees can do to succeed. They provide ongoing communication, support and feedback so employees know exactly where they stand and how they can improve if change is needed.
Finally, mature, well-adjusted companies know the importance of positive reinforcement in maintaining the confidence and self-esteem of their employees. They focus on achievement rather than failure. They state the positives rather than negatives. They build up rather than tear down.
People can tell when a company is healthy. Profitability is not the only barometer. Customers and employees can sense emotional balance and well-being in an organization. They can see, hear and feel the positive energy. They can see it in the workers appearance and behaviors. They can hear it when employees talk about their work. They can feel it as they walk into the business and interact with their fellow employees.
Positive companies produce positive employees, while negative, dysfunctional companies produce distraught and cynical workers. Where your company stands on the sanity-craziness scale is just a question of how it all adds up in the mental health equation.
----------
Mac McIntire, President of Innovative Management Group, a Las Vegas-based training and consulting firm has been creating healthy companies for over 35 years. If you would like more information about how we can help your company, please contact us at 702-258-8334, e-mail to mac@imglv.com, or visit us on the web at www.imglv.com.
While working there I spent a lot of time researching mental health issues so I could provide mental health information to the community. One day in my research I came across a model that identified why some people are more likely than others to become mentally or emotionally disturbed. This is the model:
Organic Factors + Stress
_____________________
Coping + Support + Self-
Skills Network Esteem
The model suggests that people who have strong organic factors and excessive stress are more likely to become emotionally or mentally ill than those who have a lesser portion of these two factors.
Organic Factors are such things as a chemical imbalance, a neurological disorder, a psychosis, a history of mental illness in one’s family, or some other similar malady.
Stress is the sum of any combination of things that place a strain on a person’s mental, emotional, physical, social, spiritual, or intellectual well-being.
According to the model, if a person has a history of organic problems and a high degree of stress in one’s life, chances are this individual will experience emotional or psychological problems at some point unless that person has developed effective ways to counterbalance the organic factors and stress.
The counterbalances to these two elements are: Coping Skills, a strong Support Network, and a healthy Self-Esteem.
Individuals who have developed ways to effectively cope with the stressors in their life are less likely to have emotional or psychological problems. People who have supportive relationships with their family, friends or work colleagues are also less likely to become mentally ill. And, as one might expect, individuals who possess a healthy self-esteem are less likely to experience mental or emotional dysfunction.
This model was a theory in the mental health field. But, surprisingly, after leaving the mental health world and becoming an organizational development consultant, I realized my mental health background was extremely helpful in diagnosing the ills and dysfunctions that often occur in businesses around the world. I quickly discovered there are significant parallels between crazy people and crazy companies.
Crazy companies can be identified by their dysfunctional Organizational Factors and the voluminous amount of Stress with which they burden their employees. The intensity of the organizational factors and stress in “crazy” companies is heightened by an inability internally to Cope with the organizational problems. Likewise, in dysfunctional companies there generally is a complete lack of an internal Support Network where employees can talk through or find successful resolution to their problems. Finally, employees in emotionally unbalanced companies seldom exude pride in their organization and, in fact, usually display all of the characteristics of an organization populated with employees who have low in Self-Esteem when it comes to work.
Unfortunately, throughout my 30 years as a consultant I’ve found there are a lot of crazy companies in this world. And inside those companies are a number of formerly sane employees who have become emotionally distraught from the stress of working for a dysfunctional company. The Postal Service is a perfect example of a company that somehow seems to create more than its share of mentally and emotionally disturbed employees.
Several years ago I worked with a large health insurance company in Florida. It was one of sickest and craziest places I’ve ever experienced in over 35 years of being a business consultant. The CEO literally had to be insane. His behavior was extremely bizarre and definitely over the edge. He was almost abusive in the way he treated the executives, managers, and employees of the company.
The organization itself was structured in a way that guaranteed failure. Every internal process was bureaucratic and cumbersome. The place swarmed with cross-functional “teams” that were supposed to fix things, but instead spent hours in countless meetings pointing fingers, blaming each other, and fighting over turf and trivial issues. Not once, in the whole time the CEO had been in his position, had a problem solving team actually solved the problem the team was chartered to fix. That’s because every time a team got close to resolving an issue the CEO would stir the pot and blow-up the team with some arcane directive. He seemed to derive pleasure from seeing people endlessly struggle in chaos.
The stress in this company was so palpable one could almost see a black cloud hanging over every employee. Everyone looked and acted depressed. Managers barricaded themselves in their offices as a way to cope with the stress of their work environment. People smoked and drank coffee like there was no tomorrow. No one talked to anyone. There was nowhere to turn for support. People were actually criticized when they tried to share information or coordinate their efforts with other departments.
People hated working at this company. When asked by others where they worked, most employees were too ashamed to admit they were employed at this firm. The company’s reputation in the community was horrible. The negative company identity impacted how individuals perceived their personal identity and self-worth.
With no way to cope with the stress at work, nowhere to turn for support, and absolutely no pride in their company, it should be no surprise that many of the employees at this firm had severe emotional, psychological, and mental problems. Work problems went home with the employees and, in some cases, destroyed marriages. Once-confident managers frequently could be seen crying in their offices. Some became almost catatonic, incapable of making decisions. Many workers abused alcohol or other substances. The company and the employees were a mess.
I am amazed at how many managers use dysfunctionally crazy tactics in running their organization. I’ve seen executives who purposely pit managers against each other as a means to stimulate “creativity.” In actuality, all it usually creates is hostility, resentment, and ill-will in the workplace. I’ve also witnessed managers who use criticism, cynicism and insults as means to “motivate” their employees to perform better. It just makes them worse. Negative means never make people feel better about themselves, their boss, or their company. Negativity just destroys trust, respect, and confidence. It is impossible to bring about a positive outcome by negative means.
Just as one can predict whether or not a person will become mentally ill by using the mathematical equation in the mental health model outlined above, so too can it be determined which companies will drive their employees insane. You can diagnose the “sanity” of your company by asking these simple questions listed below:
Organizational Factors
- Are there any organizational factors in your company that may be throwing the employees off balance emotionally?
- Is the organization illogical in the way it is structured or run?
- Do your strategies and tactics seem senseless or irrational?
- Are the stated values and the company practices in disharmony with each other?
- When changes occur, are they poorly thought-out and improperly executed?
- Are the policies, procedures, processes and practices within the organization inefficient and ineffective? Do they make life tougher for the employees rather than easier?
- Is the company organized in such a way that management cannot make fast, effective decisions?
- Is there a lack of free-flowing information and correlation of work between departments?
- Are there hierarchical barriers that inhibit a sense of unity and oneness in the organization?
Stress Factors
- Do managers use an autocratic or dictatorial management style?
- Are people confused about their roles and what it takes to succeed in their position?
- Are employees over-burdened with a heavy workload because of insufficient staff?
- Do employees lack the tools and resources necessary to do their jobs well?
- Are there abnormal performance pressures and unrealistic production standards placed upon the employees?
- Are there any other organizational pressures that may cause stress for employees?
Even if there are organizational issues and significant stressors within your company, it doesn’t necessarily mean your organization is dysfunctional or crazy. There are counterbalances to every organizational problem.
Unfortunately, some companies fail to develop the coping skills needed to deal with the stresses of the job. They neglect to foster a support network of cross-functional cooperation and collaboration. They allow employees to become isolated and territorial. Instead of reaching out and assisting one another, people in the organization hunker down, falsely believing, as do many mentally ill patients, that problem avoidance and shunning others will help them maintain their sanity in a stressful world.
There was a time when people’s self-esteem was strongly tied to their place of employment. They were proud to work at General Motors, IBM, Caesar’s Palace, or, perhaps, even your company. But many of today’s businesses have lost their positive self-image and strong employee affinity.
To truly succeed in today’s competitive markets, companies need to stabilize their enterprise in more than just the financial arena. They need to create a well-balanced, emotionally-healthy organization where employees want to and can commit themselves to being highly productive.
Companies can instill a renewed pride in their organization by having a clear vision of their future, by developing effective strategies and tactics to achieve that future, and by providing a secure role for their employees in that envisioned future.
Healthy companies create supportive networks within the enterprise by enhancing cross-functional communication, cooperation and collaboration. Managers within these companies do everything they can to make sure people talk to one another. Management is highly visible. They actively seek opportunities to solicit feedback from and “network” with employees.
Stable organizations help their employees cope with the pressures of work by properly orienting and training their workers so they don’t flounder in their positions. They make it clear what employees can do to succeed. They provide ongoing communication, support and feedback so employees know exactly where they stand and how they can improve if change is needed.
Finally, mature, well-adjusted companies know the importance of positive reinforcement in maintaining the confidence and self-esteem of their employees. They focus on achievement rather than failure. They state the positives rather than negatives. They build up rather than tear down.
People can tell when a company is healthy. Profitability is not the only barometer. Customers and employees can sense emotional balance and well-being in an organization. They can see, hear and feel the positive energy. They can see it in the workers appearance and behaviors. They can hear it when employees talk about their work. They can feel it as they walk into the business and interact with their fellow employees.
Positive companies produce positive employees, while negative, dysfunctional companies produce distraught and cynical workers. Where your company stands on the sanity-craziness scale is just a question of how it all adds up in the mental health equation.
----------
Mac McIntire, President of Innovative Management Group, a Las Vegas-based training and consulting firm has been creating healthy companies for over 35 years. If you would like more information about how we can help your company, please contact us at 702-258-8334, e-mail to mac@imglv.com, or visit us on the web at www.imglv.com.
Friday, May 28, 2010
How to Create a Customer-Focused Company
Several years ago I had the opportunity to sit around a table in a hotel room discussing customer service with several of the leading service gurus in the country. It was an amazing experience.
With me in the room were John Humphrey, chairman and CEO of The Forum Corporation; Don Munson, executive vice president of Lennox Industries; Craig Johnson, president of Frito Lay; Bob Oatley, executive vice president of American Airlines; and P.J. Boatwright, editor of Fortune Magazine.
Our five-hour exchange was free-flowing and intense. The discussion revolved around a premise espoused by Peter Drucker, who declared, “There is only one valid definition of a business purpose — to create a customer.”
We agreed that those companies that truly are customer focused are those who align their organization and employees in a manner that leads to a predictable positive experience for their customers. Customer focused companies ensure their main objective is to provide their customers with experiences over time that lead customers to view the company as the supplier of choice. Successful companies are those who build customer loyal by consistently delivering on their promise in order to create customer confidence and trust in the company’s products and services.
During our discussion we outlined three essential organizational ingredients that should be at the heart of every customer service effort:
Build Relationships Between Your Company and Your Customers
• Avoid the downward spiral that follows complacency with your current success.
• Work at retaining existing customers and developing new ones.
• Find numerous ways to “connect” with your customers to receive their feedback.
• Pay attention to the “little things” in your service quality.
• Focus on “reliability” versus “tangibles” (see my article called Five Things Customers Want)
Manage Your Employees Well
• Place a high value on your employees. Recognize them as the best source for new ideas.
• Set customer-focused standards of performance. Personalize your service.
• Select and train your people well.
• Ask for employee feedback. Listen and respond to what they say.
Run Your Company Effectively
• Gear everything toward customer expectations.
• Align the entire company to serve your customers effectively.
• Make sure all parts of your organization act in harmony and with consistency of purpose in serving your customers.
• Walk the talk. Model the way.
Over the years Innovative Management Group has created effective roadmaps, tools, methods and models to help businesses become more customer-focused. We show companies how to create an organizational culture that centers on the four interrelated goals of being customer-focused, market-driven, business-oriented and team-centered. Those companies who unify their workforce behind these four goals create greater customer loyalty and superior brand equity.
With me in the room were John Humphrey, chairman and CEO of The Forum Corporation; Don Munson, executive vice president of Lennox Industries; Craig Johnson, president of Frito Lay; Bob Oatley, executive vice president of American Airlines; and P.J. Boatwright, editor of Fortune Magazine.
Our five-hour exchange was free-flowing and intense. The discussion revolved around a premise espoused by Peter Drucker, who declared, “There is only one valid definition of a business purpose — to create a customer.”
We agreed that those companies that truly are customer focused are those who align their organization and employees in a manner that leads to a predictable positive experience for their customers. Customer focused companies ensure their main objective is to provide their customers with experiences over time that lead customers to view the company as the supplier of choice. Successful companies are those who build customer loyal by consistently delivering on their promise in order to create customer confidence and trust in the company’s products and services.
During our discussion we outlined three essential organizational ingredients that should be at the heart of every customer service effort:
Build Relationships Between Your Company and Your Customers
• Avoid the downward spiral that follows complacency with your current success.
• Work at retaining existing customers and developing new ones.
• Find numerous ways to “connect” with your customers to receive their feedback.
• Pay attention to the “little things” in your service quality.
• Focus on “reliability” versus “tangibles” (see my article called Five Things Customers Want)
Manage Your Employees Well
• Place a high value on your employees. Recognize them as the best source for new ideas.
• Set customer-focused standards of performance. Personalize your service.
• Select and train your people well.
• Ask for employee feedback. Listen and respond to what they say.
Run Your Company Effectively
• Gear everything toward customer expectations.
• Align the entire company to serve your customers effectively.
• Make sure all parts of your organization act in harmony and with consistency of purpose in serving your customers.
• Walk the talk. Model the way.
Over the years Innovative Management Group has created effective roadmaps, tools, methods and models to help businesses become more customer-focused. We show companies how to create an organizational culture that centers on the four interrelated goals of being customer-focused, market-driven, business-oriented and team-centered. Those companies who unify their workforce behind these four goals create greater customer loyalty and superior brand equity.
The Wyoming Two-Step: An Effective Way to Delicately Dance Around Difficult Work Issues and Still Get Results
Many years ago I developed a process that helps people be more receptive to receiving feedback. It also helps to fend off defensiveness when disagreements arise.
Typically when conflict flares the parties involved tend to go head to head, each stubbornly pressing his or her point, hoping forcefulness in tone will cause the other party to listen. But when neither side is willing to give way few issues get resolved.
I’ve found that before you can get others to be receptive to your opinions or ideas you first must be responsive to theirs. To put your ideas forward you must be willing to step back.
I call this technique The Wyoming Two-Step. I’m originally from Wyoming and the concept has two steps, so it seemed like a novel name to me.
The two critical steps of The Wyoming Two-Step are, first ACKNOWLEDGE and then INFORM.
Whenever anyone shares an idea or has an issue with you, first express awareness of the other person’s opinion, idea or perspective. Accept the fact that his or her opinion is valid, the idea has merit, and their perspective is accurate to them.
State up front where you agree with their opinion or idea. Certainly some of their points must be reasonable and valid. Identify the mutual ground first. Restate the other person’s salient points before expressing your personal views.
Once you’ve acknowledged the legitimacy of the other person’s concerns you will be in a better position to inform them of your stance.
There are several very important things you need to understand when you inform others of your views. In order for another person to be receptive to your ideas or opinions they obviously need to know what your position is. But, more important, before they can commit to your view they must fully understand WHY you perceive things the way you do. Provide the background information that led to the formulation of your unique perspective. Before others can see things as you see them they need to know what you know and discover how and why you know it.
They also need to know why they should accept your position. To sway people to your position you need to state the positive results that will be achieved by accepting your view. Help them buy-in to your position by stating the results they can expect if they do what you want.
After the whats, whys, and results have been stated, you should check to see if they accept and/or understand of your position. You may not always get people to accept your perspective. The best you may be able to do is get them to understand your position or idea. Sometimes people can’t agree but the issue still can be resolved if both parties understand each other.
Employees and teenagers don’t always accept what their boss or parents tell them. Arguments ensue when there are conflicting points of view. But there is no need to butt heads. As issues arise merely step back. Acknowledge the other person’s perspective. State where you are in agreement and rephrase those points to emphasize your mutual understanding.
When you have accepted, or at least understood, the other person’s view they will be more inclined to hear you out as you inform them about your perspective. This mutual give and take — stepping back and stepping forward — creates an atmosphere of listening and open communication. It leads to better understanding and a greater chance of real acceptance and real commitment to your ideas.
It may take some practice, but eventually you will master the Wyoming Two-Step. Once you do, you and others will be dancing to the same tune.
The Wyoming Two-Step:
ACKNOWLEDGE
Express awareness of the other person’s opinion, idea or perspective.
State where you are in agreement
Restate the valid points of the other person’s opinion, idea or perspective.
INFORM
State your own opinion, idea or perspective. Be sure to explain both what and WHY.
State the results the other person can expect from accepting your opinion, idea or perspective.
Check for acceptance and / or understanding of your position.
Typically when conflict flares the parties involved tend to go head to head, each stubbornly pressing his or her point, hoping forcefulness in tone will cause the other party to listen. But when neither side is willing to give way few issues get resolved.
I’ve found that before you can get others to be receptive to your opinions or ideas you first must be responsive to theirs. To put your ideas forward you must be willing to step back.
I call this technique The Wyoming Two-Step. I’m originally from Wyoming and the concept has two steps, so it seemed like a novel name to me.
The two critical steps of The Wyoming Two-Step are, first ACKNOWLEDGE and then INFORM.
Whenever anyone shares an idea or has an issue with you, first express awareness of the other person’s opinion, idea or perspective. Accept the fact that his or her opinion is valid, the idea has merit, and their perspective is accurate to them.
State up front where you agree with their opinion or idea. Certainly some of their points must be reasonable and valid. Identify the mutual ground first. Restate the other person’s salient points before expressing your personal views.
Once you’ve acknowledged the legitimacy of the other person’s concerns you will be in a better position to inform them of your stance.
There are several very important things you need to understand when you inform others of your views. In order for another person to be receptive to your ideas or opinions they obviously need to know what your position is. But, more important, before they can commit to your view they must fully understand WHY you perceive things the way you do. Provide the background information that led to the formulation of your unique perspective. Before others can see things as you see them they need to know what you know and discover how and why you know it.
They also need to know why they should accept your position. To sway people to your position you need to state the positive results that will be achieved by accepting your view. Help them buy-in to your position by stating the results they can expect if they do what you want.
After the whats, whys, and results have been stated, you should check to see if they accept and/or understand of your position. You may not always get people to accept your perspective. The best you may be able to do is get them to understand your position or idea. Sometimes people can’t agree but the issue still can be resolved if both parties understand each other.
Employees and teenagers don’t always accept what their boss or parents tell them. Arguments ensue when there are conflicting points of view. But there is no need to butt heads. As issues arise merely step back. Acknowledge the other person’s perspective. State where you are in agreement and rephrase those points to emphasize your mutual understanding.
When you have accepted, or at least understood, the other person’s view they will be more inclined to hear you out as you inform them about your perspective. This mutual give and take — stepping back and stepping forward — creates an atmosphere of listening and open communication. It leads to better understanding and a greater chance of real acceptance and real commitment to your ideas.
It may take some practice, but eventually you will master the Wyoming Two-Step. Once you do, you and others will be dancing to the same tune.
The Wyoming Two-Step:
ACKNOWLEDGE
Express awareness of the other person’s opinion, idea or perspective.
State where you are in agreement
Restate the valid points of the other person’s opinion, idea or perspective.
INFORM
State your own opinion, idea or perspective. Be sure to explain both what and WHY.
State the results the other person can expect from accepting your opinion, idea or perspective.
Check for acceptance and / or understanding of your position.
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