IT'S A NEW YEAR..... starting all over is an option.

 

It is interesting to see how sports franchises start over every year.   Of course they have to create the team, on the field.  They have to have strong community involvement and presence; market and sell tickets; make good financial decisions; have a positive impact on the media;  scout, hire, and develop future players.  And they do this one year at a time.  In the end, all that matters is the scoreboard... wins and losses.

Wow, this must take incredible focus, work and alignment of a great number of elements to produce success.  The policies, budgets, and job descriptions must pull everything together on behalf of the strategic plan.  Now if you have a great brand like the Toronto Maple Leafs or an NFL franchise, it helps in guaranteeing financial success.  But few teams are like the Maple Leafs or Saskatchewan Roughriders or Green Bay Packers where business success is almost guaranteed because of the passion in their communities and their TV deals.  For most sports franchises everything, and I mean everything, has to come together every year for the business to succeed.

It sounds like regular businesses could take inspiration from this yearly focus.  In the non sports world, we have the same need to put the right, spirited and competent team together; have community presence; market and sell a compelling; relevant offering; have an impact on the media, and of course win over our competition.  Our wins and losses are measured in market share, ROI to shareholders, budget attainment and many other financial variables.  The number of new customers, increases in size of sales, more and bigger sales to repeatable customers also tells us how we are doing.

It must get tiring yet exciting for the management of a sports team to start over every year, often with new management, new coaches, players, and many other changes. (Who said people can't handle change?)  Regardless, all the elements of what it takes to succeed never change.   Some put it all together, some don't.  What can make a difference is the spirit, sense of urgency, alignment and togetherness of the team whether it is sports or regular business.  Although owners care about the financial and customer wins the most, employees remember and appreciate the relationships and the teamwork. It provides, for them, energy and momentum.  You can cement those two business desires together in your plans and meetings.  Whether or not you have a strategic or operations plan, I suggest you get a team together to do the following:

1.  Review what is actually going on.  Can your talent take you to the next level?  The same with your management -   can they help you go where you want to go?  Do you have fresh leadership who will rally around the vision, the ideas, strategies, and the planning it takes to start anew?  How is your offering?  Are you adequately matching up with the trends and motives in the marketplace?  Is your involvement in the community adequate enough to be seen as a recognizable brand?   Does your marketing tell a compelling, relevant story in everything you do?  This may sound elementary but, are you aware of the set budgets, have you read the job descriptions to see if changes should be made to reflect the present business strategy and everyone's role in it?  How about the policy manual, what needs re-working?
    
2.  Decide on the new plan, new goals.  You could be driven by problems and circumstances and make incremental changes that you need to fix again in a year or two when the tension and attention is off them or you can begin your planning by truly creating the business you want.  You do this by designing the desired state of your business or department with all the elements in place.  Turn each outcome into specific goals and begin your action planning on how to get there.

Begin the year this way.  You will be changing your thinking, you will be motivated to learn, develop, work hard (what's new?), work strategically, and to put in place the alignment and organization required to take you from where you are (your assessment) to where you want to go.  Do this and you will have a 'sports team like' sense of urgency.

It's a new year.  My e-mails to you in January are about analyzing, re-thinking, and planning to begin the year to make 2011 and the next couple of years great.  

ACTIONS

Preferably with a team, take an hour and:

1. Make an assessment of talent, management, leadership, community involvement, numbers you measure, offering and story to the market, etc.
    
2.  Take out a piece of paper and write what is the desired state of your area of responsibility (business, department, role) Be sure to state the clear outcomes you want.
    
3.  Begin to plan and organize what it will take to go from your assessment to where you want to go this year.

'Just do it' could be your theme this week.  Sports teams have no choice but to do this every year.  You have the choice, so you will need some 'fire in the belly' leadership to get going.  You can handle it, believe me.

Have a great week!

It's tough enjoying the scenic boat trip when you have to bail the boat to survive!

Monday, January 17, 2011.

Designing a Business that works

I often write you about designing your business to succeed and give you many real life examples of people and organizations who do. Your design should begin with your aspirations for the business.  Instead, many people plan by adding to last year's numbers and goals, and by looking at all the problems of the business and trying to fix them.  This becomes their 'business design'.  This problem-solving mentality leads to temporary solutions but as soon as the pressure is off, we notice that we are back to fixing problems again.  This leads to being about grabbing the flavor of the month solutions that eventually go out of favor and have nothing to do with aspirations.   

Problem solvers are driven by a fear of imaginary, negative circumstances.  Anything that is driven by fear becomes worry, and worry is not constructive and is usually made up in our psychological, emotional heads.  Problem solvers become control freaks.  Measurements, bureaucracies and protocols become more important than actual outcomes desired. 

Everything then becomes about reacting to circumstances.  It's as if people believe they cannot have what they want so no sense trying to create it.  Look how ridiculous we think government is when they act this way.  It's as if no one really thinks.  As my son, Kevin Robert reminds me, at least one third of us will always operate from a fear of imaginary negative circumstances and are more concerned with having everything in order rather than creating what they want.  It's not just governments that think this way.

Eventually, if you never get around to designing the business, career or life around what you want, you could one day feel very shallow and wind up with a mindless existence or business that doesn't work.  We are meaning makers and we respond to what gives us meaning.  You really see that when people are close to retirement.  They start choosing to do things that are important to them with the time they have left.   More time with the grand kids, families, friends, travel, hobbies and their community. 

As my friend Robert Fritz, author, consultant, coach of structural thinking and how to create the business or life you want, says, "Structure gives rise to behavior."  You and your people are acting a certain way in response to the structure you have. You can restructure/design.  This begins with determining what it is you really want.  You have a tremendous opportunity to create a successful business and life.

I know the world is in a bit of chaos.  No one knows where all of it is headed.  Your margins, offering, brand could be challenged.  Customers are tighter with their money and more picky and you might feel you are more fixated on bailing the boat than enjoying the scenery.  You could be thinking, "I wish I could design my business, career or life around what I want versus reacting to problems all the time, but now is not the time."  And you do need to focus on what is important now.

Have you ever seen a movie or TV plot, or seen in real life, divorced parents who are focused on reacting to each other causing a continuation of their miserable lives rather than determining what is important, such as the health and well being of their children?  In movies that are driven by happy endings, the parents figure it all out and finally wind up, even in all their frustration and distress, focused on what they truly want, typically they then put in place all the things, schedules, etc. that could cause everyone to win.

Even in tougher times, I suggest that, while you are reacting to the problems, think from what you want and then put in place all the steps, systems and policies to make it happen.  You have problems, but think from the big picture at the same time.  For example, you can demand more payments from your customers to fix your receivables problem but, while doing so, figure out what customers really want so your offering creates more value and they are more willing to pay.  Be more about what makes your customers lives change as you are about collecting

your payments.  You do want to be a hit in the market don't you?

So my big suggestion for 2011 is:

Let's embrace chaos, a world of not knowing, and focus on what is important to the business, our career and lives and begin to create it. The universe may surprise us.

Who really knows what is possible for our business, career, or life so why not just go for it 2011?

Have a great week!

Four ways to improve your business in 2011

Monday, January 10, 2011.

1. Don't neglect talented people who represent the guts and soul of the improved productivity, business and creativity that is needed in a tighter, more competitive economy
    
2. Put in adequate time into improving the systems and secondly, most processes by which all activities and work flow through the company. Systems need to be aligned with an improved business strategy, offering and story.
3. Build enough collaborative partners with vendors and customers when our economic landscape could depend on it.
4. Focus on achieving first class performance of your team based on the unrealized potential of people, not their historical trends.

How to face these issues head on in 2011

1) Competing in a value-driven world does not mean your employees are more expendable.  On the contrary, the more commoditized things become the more important your people are to help you become more differentiated within an improved offering.  One of our clients, a big box retailer, is creating a sincere answer to "Why you should do business with them", by taking an employee first attitude.  They see that if their managers treat their employees better, pay more attention to them and their needs, their employees will pay more attention to their customers.  Stocking shelves used to win the day, now paying more attention to customers is taking some market share.  In this economy every customer is precious.  They are working on ways to measure how managers pay more attention to their people.

Another client, a world-class travel company, is using our services to assist their teams to thinking and behaving from an "others" orientation. It's amazing what happens to the business and to them when this occurs.

Other ideas:

• Don't start meetings with financial reports all of the time.  Martin Luther King didn't start with, "I have a strategic plan or budget". People need to know how they contribute to customers and the team, so talk about that first.
• Block time to visit your people in their space.
• Develop the habit of asking questions regarding personal interests at the beginning of conversations.
• For goodness sake, find out what employees want to contribute to and care about. Don't assume  - listen and you'll find out.
• Get employees talking about the market, opportunities and where the business is going.
• Show them their future and how they can grow within it.

These are simple things, yet the balance sheet is normally more important. The balance sheet is only a snapshot of the business at any given time. It offers no context whatsoever concerning the status of the guts, heart, soul and the engine, which are the people who created the earnings.

2) Everything inside a company that produces results and profitable action is tied into structure and processes.  It's virtually impossible to improve the business unless you examine the systems, processes, and structure that give rise to the behaviors and the results you are getting.  For example when a process is designed around internal, political or bureaucratic needs, you usually find that customers suffer.  So determine what the business is about and how you can change your customer's lives.  and then, examine if you have the systems and measures in place to support it.  If you don't, intentions or goals won't help your business grow.

Efficiency is another matter.  Projects, tasks and initiatives should flow effortlessly from input to output with no obstructions, hindrances or problems.  We wish!  In the real world, effort is usually rerouted and progress is impeded.  Start messing up some white boards with flow-charts - see the reality of the flow and compare it to what you want. Examining a process flow chart can unlock the points that cause the chaos and disorder.

3) Treat your suppliers and customers as real people.  Partner with them.  Ask them what they are working on.  Tell them you'll both benefit by working together during a slower economy. I'm reminded of our work with Hatch, a large engineering firm based in Mississauga, who had a mandate to partner with clients as a business strategy.  They grew from 500 to 8,000 employees.

Tell your suppliers that most "so called" advances in business these days, including enhanced profitability, come at the expense of partnerships and eventually everyone pays.  Tell them you don't want that.  Ask them how they want to be treated - and listen.  Build loyalty.  Simply ask, "What do you want?" Listen and then say exactly what you want, and then ask, "What can we do together?"  Partners support each other during good and bad times - be one and ask them to be one with you.  Vendor partners understand the need for lower pricing and can offer recommendations on ways to realize reduced costs.  Allowing them a chance to be part of the dialogue pays dividends.  As well, acknowledging your customers as partners can cast an entirely different light on business conduct. By following a similar asking-and-listening process as you would with a vendor, you can keep in the game with customers whether they are struggling right now or not.

4) Foster a people-centered culture by turning your formal performance reviews into opportunities to build your people? Kathie Mather, our head coach of our Leadership Training for Managers project, in Ontario, reports that most reviews her clients use prior to her coaching are not about truly building people.  They rarely provide insight into meaningful employee development that is aligned with business initiatives.  Now, the thousands of managers she has coached to be coaches spend 80% of their time on the future, what employees want, and what the business needs and their current plan is to go from their present reality to higher goals. Her appeal is, "Free your people by coaching them." Also, you can realize the potential of your business and sustain performance when you invest in your people.  Provide some coaching and training. It should provide a 3:1 return on your investment if it's a good training process - a no-brainer!  It's a cheap way to build a company's capacity to achieve larger goals and it helps in engaging and retaining people.
 
In 2011 - Summary

Spend more time with your people and review your processes to make sure you are improving productivity and efficiency while achieving the business strategy you want.  Make your vendors and customers partners, and conduct performance appraisal interviews that build your people and the business. Coach and train people.

Actions To Take in January, 2011- Choose ONE of the following

• Block off an hour to get into your employees' space, and get to know them better.
• Review your business strategy and then begin to look at the present systems, process flow, and while you are at it look for impediments. Re-do the flow with a small team to make sure you are structured to do what you want.
• Call a supplier or visit a customer and explain how you want to partner with them and why you can both win especially during these interesting times.
• Conduct a performance appraisal by spending 80% of your time getting your people to tell you what they want, what is their current reality in relationship to what they want and have them tell you the top 5 things they need to do to get there. You will be surprised (they want a lot of what you want).

Wish you a great week and a terrific 2011!

Time To Push the Reset Button

It is that time of the year again when people set new goals.  For example, loose ten pounds by working out four times a week and not eating after 8:00 p.m.  We all know that sometimes traditional goal setting works and sometimes no matter how we try, it seems real life, real day to day needs and wants, and mindless habits get in our way.  Nothing much changes, including the results.

This is especially true in business.  We want the business to grow, yet the way the business operates doesn't really allow it.  Operations seem to overpower good ideas, even those big ones led by passionate employees or teams.  "The way you are is not always the way you can be".

You can wait out the tougher, economic times, keep showing up and see what happens. This might work if the marketplace warms up, or you can decide what you need to focus on this year, press the reset button and begin again.  That's what all those who have 'fire in the belly to compete to win' do regardless of the tougher, economic climate and the challenges of boosting performance, making  change happen, and trying to give their company strategic direction.

Looking back at my Monday e-mails to you here are a few count-ons.  Yes, the marketplace has changed for a lot of you and it will again whether you decide to adjust to the wants, motives and needs of the markets you serve, or not.  So, in 2011 you either get serious and committed to listening to your markets, seeing trends, seeing what's possible as an offering, engaging customers and actually asking what's going on, or you will have very little, strategic direction and a weak business strategy.  Hope is NOT a strategy, and the 'operations bully' wins again.  Expect tougher margins in 2011.  Steve Jobs said recently, "The way to killer profits is to have killer products/services."

There are simple actions you can take in 2011 to ensure your business is strategically designed to succeed and grow.  In our MMM's in 2011 we will review how to rethink your business.  I'll provide the questions, you provide your own answers.  If you are a C level executive, a manager or owner, then follow the Monday Morning Mentor religiously.  (3 - 4 minutes a week)  Another action is to join our monthly Strategy Huddle of business people at our office.  It is complimentary, but you do need to ask about attending.

If you realize that change is imminent and you are transitioning the business, then you can count on the fact that most changes, whether restructuring, cost cutting, new product/offering rollouts, IT transformation,  require people to fundamentally change the way they work.  Despite the inherent challenges, most people will change if they believe that doing so will make a real and positive difference in their lives and those of their customers.  In 2011, I will share with you our list of success factors in designing and implementing change management initiatives.

All those people who want to make a difference in the execution, attitudes and everyday actions of everyone and are tasked with delivering the desired state of the business and making it an enduring reality, should read our Monday Morning Mentors this year.  Nearly 60% of supervising executives agree that a successful transformation program is due more to the way you handle the people initiatives than other elements.

For those who need to help others, or yourself, deliver on the business objectives of change, possibly taking on new behaviors, responsibilities and competencies, or just being flat out more of a producer so the business or team can boost performance, we will spell out ways to lead, sell, present, engage people, coach, train, control our attitudes, and other capabilities to be more productive business people.

 Our organization will share our research, experience and principles from almost 100 years in business.  I will in as practical and common sense way as I can, give you my 45 years savvy in helping clients grow and in running my own business.  Why not make 2011 the best year for growth, learning and profitable action.  Life gives us a New Year, new beginning.... Let's take advantage of it.

ACTIONS:  New Year Thinking...What area needs your focus this year?

·  Strategic Direction:  Is it necessary to give your business more strategic momentum or direction?

·  Make Change Work:  Do you need to help your organization transition to a new desired state, possibly implement new offerings, succession or management plans?  Do you need to execute it  through the engagement and co-operation of your people?

·  Boost Performance:  Do you need to boost the present performance by building your team or the individual competencies, skills and attitudes of your people?

Which of these three areas is of importance to you?

Why?  What could it do for the business and for you?

What could happen if you don't act on it?

Have a great 2011 and a strong first week.

Going Forward

Monday, December 27, 2010.

A couple of weeks ago I attended an International Convention in Miami followed by a special recognition and reward weekend given by Dale Carnegie and Associates, Inc. to the top producing businesses in its worldwide network.  I went into the convention concerned about the industry and some of my own recent business issues.   I came out inspired, more ready to do battle.  There are times when every business-wired person needs to let in thoughts that give you a feeling that a lot more success is possible, regardless of your situation.

A businessman from Mexico gave one of the most inspirational talks I've ever heard.  He explained how members of the cartel visited him in his office demanding a monthly piece off the top or his family would be hurt.  He responded by rushing his family across the border.  Then he dressed in workers clothes and last year crossed the boarder daily to work with his clients.  Despite all that his business grew 191%.  Who among us would have the courage, fortitude and drive to keep going under these circumstances?

He went on to say that one evening, after a long, tiring day, his young daughter was trying desperately to figure out where the number 100 fit in her counting.  Over and over they practiced one through 99 but she couldn't get that '100' was next.  He became exasperated and even more tired.  Finally she got it and was very pleased.  As he put her to bed, she began to make the endless bedtime requests that children make.  During one of them, she asked "Daddy, how big is 100?"  By now, he was a bit frazzled, he spread his arms as wide as he could and said, "It's big- this big."  As he left her room his daughter yelled out, "I love you 100 Daddy." 

This stopped him in his tracks.  Everything he had been battling came into perspective.  He realized his life was about having a '100 heart' in everything he does for his family, team and customers.  He explained to his incredibly intent audience that trying wasn't good enough.  You do things or you don't.  He added that working smarter, not harder just doesn't fit.  With his '100 heart' he had to show up very hard everyday.  He called it a working machine and no smarts alone would help him win.  (Sometimes we can outsmart ourselves)  He said too many clichés are a waste of time. 

I could go on and on about his presentation.  All I can say is that I and everyone else in the large meeting room could hardly catch our breath, let alone our tears.  It made us all realize how good we have it and caused us to ask ourselves if we were even close to having a '100 heart'.  How much more could we give - work - and achieve?

Business reality in these times can make us more cautious, cynical and can result in having less vision.  We have to seek out inspiration that tugs on our core, helps us to balance our perspectives, and become refreshed so we can see and feel what is possible.  We say in our Business Next coaching that current reality without vision can just make us frustrated.  Vision without current reality attached just makes us goofy.  We need to freshen up our vision or we will be burnt from reality.

In my work over 45 years, I have learned that inspiration is the source of our aspirations and values.  Values and aspirations are the source of commitment.  Commitment is the source of action.  And, as you have heard me say many times before, action is all there is.  The biggest producers in business do the things that most non-producers know about, but don't do.  It is that simple.   No magic.

At this time of year one of the best things we can do is to pay special attention to our team, our customers, our family and friends.  Peter Handal, International CEO of Dale Carnegie and Associates, and his team threw every accolade at us at the world-class Breakers Hotel in Palm Beach, Florida.  Thank you, Peter.  I left feeling special and appreciated and I know this is what you wanted to accomplish.  Peter is a great example of how to lead by showing appreciation and recognition. Kevin Crone, your Monday Morning Mentor, is on the far right of this Croquet team. 

Actions:

·  Seek out an inspirational read, or a meeting with a very inspiring leader.  Something that could lead you to feel more committed to what you want to achieve and envision in your life and business.  Maybe bring in an inspirational business speaker for your team.

· Make a quick list of customers, team members, family members and friends that you need to make special.

·E-mail, call or write them.  Whatever.  Be "Peter Handal" like.You may never know when your inspirational act could cause them to pick up their commitment and action.

The New Year is approaching.  Let's prepare to win the battle in 2011.

Have a great week - and Have a wonderful holiday,

How to Create a Merry Christmas

December 20, 2010

Christmas is a Magical Time!

It's just what we need in these challenging economic times. Too often we, businesspeople need something to wake us up about its magic, and, when we do wake up, we focus on what is really important - making family, friends and employees happy. When we are focused enough on that goal, the tiring fuss of Christmas will not get to us. The best way to create merriness is by having meaningful conversations. We may even tell our family, friends and employees how much they mean to us, as well as buy them gifts. You and I know how special a gift of appreciation is.

The Big Secret of Dealing with People

The desire to be important and appreciated is the deepest urge in human nature said Dale Carnegie. William James called it a craving.

If you want to energize your team to adapt to what's required in 2011, or if you want to watch others feel good about themselves and see greater opportunities, then give them sincere appreciation, especially at Christmas. Write a sincere appreciation message in their cards. Speak about it at the Christmas party, and watch them glow! Your words could make a big difference to them. And of course, give appreciation to your children, spouse, father, mother, in-laws and friends. Watch what happens to you and them. Sure there are a few things they are not good at, improvements they could make but it's that way for you too. Believe me, others know.
Appreciation arouses enthusiasm among your people. Better yet, call a customer, just to tell them sincerely how much you appreciate their business and add what you like about them. If you're a little nervous about doing it, that's good. That means it's very meaningful to you and your sincerity will show.
 

One of the wonderful traditions we have in our home office is a draw for gifts (called Secret Santa). Everyone brings in a modest gift, places it under our Christmas tree and after our catered, home-cooked lunch by Pam (a wonderful lady who has been cooking for us for many years), we gather around the tree (about 25 to 30 of us) to begin the "chaos". My son, Kevin Jr., begins by reading the list of rules which has been growing by the years (people try to invent ways to get around them). His speech is a hilarious beginning. Then we draw numbers. When your number comes up, you can either pick a gift from under the tree or pick someone else's gift that has already been unwrapped. You can't believe how grown men and women joust over $25.00 gifts. It's a lot of fun and a lot of laughs! We always look forward to this fun gift exchange.

What ever you do to get people laughing and enjoying the Christmas spirit says a lot about you and the team, the environment and the values of the organization. Make sure in some small funny way the Grinch doesn't live at your place.

Who will you be at Christmas?

ACTIONS:

1. Create the spirit of Christmas. Tell at least 3 employees, friends and family what you appreciate about them, why you say it and give an example. You'll be creating a Merry Christmas for you and others you care about. Better yet - make this your big secret of success in 2011. Continually apply appreciation to your customers and employees.
    
2. Create a wonderful time with your family, friends and loved ones over the next couple of weeks. It doesn't always require money to do that.
    
3. Make time to relax, recharge and laugh a lot.
    

Looking forward to talking to you in the New Year about kicking off a great 2011 by facing the challenges of building your business, your team and yourself.

Merry Christmas and Happy 2011!

Have a wonderful holiday,

How to retire at 35

Do you remember having:

• A great vision of where your business was going 
• A mission and purpose that employees could feel
• People wanting to join your company so they could be rewarded for their performance
• Employees incredibly motivated and happy to work there
• Everything happening quickly and it is exciting

Many years ago we used a group warm-up that stated, "When you are green you are growing.  When you are ripe, you are rotting."  A weird saying but let's look at it.  When you are green- - hmmm- - that means you are beginning.  Maybe you're young, sprouting new leaves, new beginnings, new ideas, new actions, you are up for something you want to achieve, and you are learning.  A bunch of you are having conversations about what you want and where you are going.   Many are rewarded financially or with other incentives such as trips or what ever turns working families on.

When you are ripe...... maybe you are older and more cynical, more aware of what can't be done, have all kinds of self- imposed limits and just holding on and getting through until Friday.  The vision and mission is old too and you are not sure it is achieveable anymore.  You are thinking, this place isn't what it used to be!  The conversations are, as if everyone has given up and are accepting that success isn't going to happen.  Few are talking of a new vision.  You don't have it in the budget to give rewards.  As a matter of fact everything is about the budget.  Times are tougher, tighter.  What people really need around this business is a kick in the butt, not rewards!

I remember an article I used to send out called "How to Retire at35."  It described how people shut down at any age.  They show up, mouth the words, but don't care like they used to and mentally retire, even at 35.   They set our economies and businesses back.  No one can afford them.  It is tough to focus on two different things at once.  You are either building or coasting. 

So, "When you are green, you are growing."  I'll bet if you are reading Monday Morning Mentors, you are still looking for ideas.  You have some unrealized goals.  You are looking to build.  If that is the case, it is important that you focus on creating a picture of what you want your business, department or role to be.  It's a  picture of how you will have an engaged, performance- rewarded team.  You are daily engaging people in conversations around your plans and you create a culture of focus and profitable action.  You get everyone doing things they didn't think they could ever do and you praise, reward and excite them about any improvement and every improvement.

That's the magic of growing.  Small miracles can happen. Enthusiasm can grow, horizons are broadened, lessons are learned on the fly, and its' exciting.  Its' fun, and you can begin to grow anytime you decide to do so.

Actions: 

 How about you? 

Are you green, ready to grow, or ripe with a little rot settling in?

What is your vision/

What are you doing to engage your team?

How are you going to reward them for performance?

Have a great week.