Danger! Danger Will Robinson! Danger!

A great example of interaction

Sports watchers and followers can be pretty wild and open about their opinions when it comes to sport.  Usually the referee is the one that cops the blame for any problems, mistakes or losses.

In 2011 the NRL has made a move to quieten the barrage of complaints by getting the referees boss - to explain the situation.

What Bill Harrigan does is explains why decisions were made in a certain way and clarifies any calls that may have been seen as being wrong.  This is one of the greatest communication strategies in sports today.

This works.  Why?

• Open communication.  fans know what decisions have been made and why.
• Honesty.  Being open and telling people about what decisions you made and why is integral to gaining peoples trust.
• The ability to admit you are wrong.  Yes, we got it wrong.  Nothing speaks louder than apologising if you get it wrong.
• Speed of communication.  Fans want to know right now what happened.  They will use social media, radio, newspapers - whatever it takes to share their opinions about the state of the game.  It is vital that if there is a particular area of your business that acts as a lightning rod - then my recommendation is to be proactive.
• Proactivity reduces the need for reactivity.  Speed to react and communicate is vital.  Shut down negativity before it begins.
• Feedback.  Both sides of the game/business have an opportunity to speak their mind and understand where each other is coming from.  So what ultimately happens is that the game becomes seamless.  Players, managers, referees and fans all get the ability to interact in one giant semaless community that is called sport.

I giving this idea by the NRL two thumbs up!  And go the mighty NZ Warriors!

Marketing that means something!

Many, many months ago I emailed the good people at Dilmah with a query about one of their products.  I never subscribed to any emails or newsletters.

What's great is this -

• Dilmah added me to a mailing list but haven't abused that fact.
• This email came through last night.  It is honest and sincere.

Now THAT'S what I call marketing!

 

blah blah blah "Written communication" blah blah blah

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

When it comes to written communication people read the opening line

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

and anything that is underlined after that

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

how good is your written communication?

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah

Social media can be hazardous to your health

With the multitude of social networking tools and systems avaialable today it has become super easy for employees to vent about those people that they work with or work for.

Social media is a two edged sword.  People can connect together really quickly and remotely with ease.  Therefore the sharing of information is super easy.  The issue arises when the information and casual conversation becomes negative and pointed at people.

Remember every friend you have on facebook or through twitter can see the conversations that you are having.  And they might, just might, tell the person who you have been talking about what has been said about them.

"Be careful out there people."

 

Cross organisational relationships are necessary

One of the biggest areas that I have had to work hard on over the past few years has been keeping in touch with others in my organisation.  While the building I work in is located on the main campus we are seperated both physically and psychologically from the rest if the campus.

Our building is the only one of three buildings that are not located in the central layout of buildings.  Of the other two buildings one is used only for special occassions and the other building is serviced by and for our clients - the students./

So what strategies have I employed to keep in touch with the main campus?

1. Attend social times.  Morning tea, lunch times and other breaks are a perfect time to catch up with what is happening around the traps.  Be careful though - avoid the negativity and any rubbish talk that may take place.
2. Join working parties.  If a project is going on somewhere then get involved.  Joining into a cross organisation project is a great way to extend your influence and also your connections.
3. Get out of your chair.  The old adage goes that if you want friends then you first need to be a friend.  Nothing has changed.  People enjoy personal contact and speaking to someone in real life.

Staying in touch with people is not hard but it does require hard work and discipline.

Communication - it's essential to get it right

In my organisation there are a number of central departments and committees who make decisions that affect how and when of the strategy and administrative processes for our organisation. At each meeting of those various committees minutes are taken and a record is kept of the main action points, resolutions made and decisions finalised.

Each department has designated attendees for each committee whose role it is to attend, provide robust discussion and state the departments view of any decision being reached.  However there are leaks in the pipes of information.  So what should we do fix it?

1. Communicate the main points to the people who actually do the work.  People at the front line need to be told over and over and over again what the new rules and expectations of them are.
2. Meet with the appropriate people in person.  Get together and talk about it face to face.  Chances are there will be more answers than questions.  Keep the agenda tight, the points sharp
3. Stay visible and contactable.  People need to know who you are and where you can be reached at.  For clear communication to take place - people don't want to and probably won't play hide and seek with the information that they need.
4. When you think people have got it - say it again!  You can never repeat the message enough times.  When it gets annoying is after the thid time you have said something and you still haven't made any progress or taken any action.  That sucks.

There will always be room for improvement when it comes to communication.  The best place is to start - is at the beginning!

Passing the Job Interview Test

I have had the privilege of helping to interview for a new role at our organisation.  There were three excellent and top quality interviewees who each had very different personalities but similar skill sets.

So here is what I observed -

1. Walk into the room full of confidence and take advantage of the room.
2. Don't talk too much.  If the interview panel go quiet or stop asking you leading questions then shut up and start listening.
3. What you do outside of work is just as important as what you do inside work.  Being involved in clubs and teams shows that you think about others and are involved in the community.
4. Use multiple examples and stories from your past.  Try not to get stuck repeating the same story or point.
5. Name drop but don't drop bombs.  That is mention names of people that you have genuinely worked with and who know you.  Don't say you know the CE or similar if you really don't.
6. Make eye contact with the interviewers.  When you shake hands with someone - look at them.  It's that simple.
7. Dress nicely completely in your own style but in a way that fits the role that you are applying for.
8. Talk about what you think the key goals would be for the organisation and how you will help achieve those goals.  In education - it's all about helping people succeed and achieve.

These are my observations from three very classy and high profile applicants.  Unfortunately there's only one position on offer.  Lets hope the best candidate accepts the offer when it comes!

(Image:  http://www.flickr.com/photos/danielfellowes/4389864201/)

Handling the Tough Conversations - Resignations

Having a staff member that you trust, admire and is a star tell you they think it's time to move on can be tough.  This is a person that you have invested time and money into and now they are ready to move on.  So what do you do?

1. Be honest.  There is no point pretending that you aren't disappointed or are gutted.  Lying or trying to sugar coat your feelings is not going to achieve anything.  Let the person know how you feel without being fake.  If the persons role is going to be reviewed or let go of in the future say so.  Don't tell the person you are going to give them more money or more opportunities if you know you aren't or can't deliver.
2. Be truthful.  Let the person know what you really think of their work.  If they are a star let them know that.  If they are not such a great employee let them know that too.  You aren't perfect, your organisation isn't perfect and probably neither is the remuneration or salary package. If those three things were perfect - then why are they leaving?
3. Consider future development opportunities.  This is the part where you make them an offer that equates to a financial bonus or reason for staying.  I recommend enrolling the person into further studies or into some sort of professional development program.  That way both your organisation and the person will benefit from increased learning and understanding of the job. 

At the end of the day people have a life and a journey they are on.  Sometimes people want to stay with you because are going right.  Sometimes people want to leave.  The way you handle the leaving conversation is almost as important (if not more important) the induction conversation.

(Image: http://www.flickr.com/photos/macwagen/3351539/)

Inside vs Outside Work Concerns

People have a life that exists outside of work.  Yes, it's true.

And sometimes when things aren't going well outside of work - those cares and concerns flow over into the workspace.

Taking the time to enquire about how someone is really getting on can mean a lot to that person.  It could be just the energiser they need to get their day off to a great start.

(Image: http://www.flickr.com/photos/kt/103941053/)

Keeping The Pulse

Understanding and knowing what is happening within a business and an organisation requires more than a report a month.  A single sided A4 piece of paper with some bullet points is not the best way to measure the life force of your business.  Here are a few better ways (in no particular order) -

1. Talk to people - daily.  Keyboards and KPI's are great but I prefer to speak to the person on the floor.  The people on the floor usually will tell it to you straight and while they may not be able to join all the dots and create a full picture they will tell what is and isn't working very quickly.
2. Tell others what you know.  One improvement I have instituted is the weekly newsletter.  It is a one page pdf that summarises what everyone is up to for the week.  This is as much a tool for me to know what is happening and much as it is a tool for everyone else to understand what is happening in on a much larger scale.
3. Read the reports.  Written reports will always be the backbone of a management system.  However I think written reports should be short, sharp, to the point and engage in further action.  Written words should create a sense of urgency or the need for action.
4. Keep it real.  If people and employees know they are being listened to, the more forthcoming they will be with their honest opinions in the future.  Those opinions can be the key markers of the health of the organisation at any given time.

"All lasting business is built on friendship. "  Alfred A. Montapert

(Image: http://www.flickr.com/photos/mik_krakow/3720114318/)

Book Review - The No Asshole Rule

When was the last time someone you work with or work for - really annoyed you or upset you in the office?

What did you do about it?  Did you ignore the behavior in an attempt to hope it will go away or did you confront the person and discuss what the behavior?

 

In the book "The No Asshole Rule" the author looks at just these types of situations and looks for ways to empower average people to deal with these types of behavior.  Bob Sutton is not one to shy away from using strong (appropriate) language to label behaviors that suck.

So whats the book like?  Short on depth but long in tips and hints.

I enjoyed the first couple of chapters of this book but soon moved through the remaining content pretty quickly.  Don't get me wrong this is a great book but don't expect it to take any more than a week at the most to read. 

If you have people who behave like asshole's,  you want to know how to deal with asshole's or you want to avoid hiring one - then get this book!

(Image: http://www.flickr.com/photos/benmurphyonline/3845562564/)

Communication Lessons

When you are trying to explain a situation to a manager or another person who is joining you after the journey has already started, keep these thoughts in mind -

• Assume nothing.  Before you go and speak to the relevant people prepare your presentation and information in such a way that any person could pick up your work and work out what the main points and thrust are without anyone else having to explain it to them.
• Start at the beginning.  I mean right at the beginning.  You might know where you are up to and where things are at but for the new person it is highly likely they will have no idea what you are talking about.  So make sure you start at the beginning.
• Provide an overview. Give some guidance on what the problem/project looks like from a birds eye view.  Take the big picture into account and express the big ideas.
• Lay the groundwork.  Once you communicated the big idea then you can move into the finer details.  Avoid getting into the detail too early and thereby missing the big picture and getting lost in the detail.
• Allow time for feedback or changes.  Try to have as much time as you can so you can go back and edit or redirect your thinking before you hit the deadline or require an extension of time.  Be organised.

(Image: http://www.flickr.com/photos/will-lion/2595886084/)

People Count

No matter what industry you work in, what sports team you play for or what religous group you belong to - they all centre around one thing.  People.

You have a choice on how you want to interact and engage with those people.  I recommend that you seek to get the most out of every conversation and every interaction that you can.  I'm not condoning being intenselly wired every time but rather that you seek out an opportunity, a new fact or a new friendship every time to speak to someone.

One important relationship I really cherish is the one I have with the Librarians at my work.  It has now gotten to the point where when periodicals that I like come in each month - I get to read them before they hit the shelves.  Why is this and how did I get to this point?

• Time.  I spend time going and talking to the people whom I think are of value to meor can offer some service or opportunity that is a good one.   
• Sharing.  I let people know what I am interested in and they keep an eye out for me.  The same is in reverse.  In this case the librarians don't always know what texts are appropriate for our students and the need/want guidance.  I am more than happy to help.
• Two way relationships.  Making sure others fel appreciated and a part of the relationship is more important than me trying to squeeze out every last drop of juice that will be self-beneficial.
• Mutual interests.  Find a talking point or conversation starter that you can use the next time you meet the person so you have a launch pad for your conversation to start off on.  This will help you save a lot of time and be able to cut to the chase.

"No man is an island, entire of itself; every man is a piece of the continent, a part of the main."  John Donne

(Image: http://www.flickr.com/photos/enigmatic/2626947313/)

Communication Lessons - Change

Change is never easy and it takes alot of talk and discussion to get it right.

So whats the best process?  My personal feeling is that you should follow a similar communication plan lke this -

The managers top priority is to figure out -

• Who will be affected?
• How much affect will the change have?
• How long will the change take before it impacts on each group of people?

I recommend working with a ranking system.

• So those who are affected the most will rate a 10 c.f. the people who will be affected the least will rate a 1. 
• Try and figure out how localised or widespread the impact may be on the different persons and departments in the organisation.
• Then create more ratings for the amount of time it will take for the changes to start affecting people.  Again apply a scale of 1 to 10.

Now you, the manager, will have a score card that will be beginning to tell you - who, how and when.

My next recommendation is that you now start devising a communications plan for ensuring the right message gets through to all the right people at the right time.

 

I realise this is a very simple plan and method but I also subscribe to the philosophy of "Keep It Short and Simple".

(Image: http://www.flickr.com/photos/sookie/31219031/)

Crisis Management - Telecom New Zealand (Case Study)

Telecom New Zealand has been having a real hard time recently.  They engaged a new project and product offering.  Telecom installed an entire new network, called XT, with high speed capability across the country.

The system was buzzing along fine for a few months and then the unthinkable happened - the network failed!

Okay - they set to work to fix the problems as quick as they could.  Then a few weeks later the system crashed again, and then crashed again with a grand total of four crashes.  The crashes ranged from being nation wide for a few days, to occuring in a localised area for a few hours followed by inability of users to call emergency services.

Once the media sensed there was a 'news-worthy' story they started watching out for further fails.  Like vultures awaiting the dying prey to fall, the media waited.  And, unfortunately, they got what they wanted.

This post isn't bout the media and their coverage - it's about accountability.  Given the service crashed four times and affected different locations and types of customers who is responsible?  The most obvious place to start is the CEO.  They have the final sign off for crucial projects and therefore the buck stops with them.  Right?

Not necessarily.  Like the Toyota hearings being held in the Senate earlier in the year management may not have actually been at fault!

If I were the CEO of Telecom or Toyota here's what I would endeavor to do -

• Stay put.  I would do everything within my power to see the problems/projects completed.
• Be open and transparent.  There was no hiding the fact that there were issues going on.  Hiding away or trying to ignore the problems does nothing to solve them.  Create a plan or strategy for dealing with the issues (the more comprehensive the better) and then use the media to broadcast those ideas instead.  Make the media work for you and not the other way around.
• Rally internal support.  I would seek out those loyal to me firstly and make sure I had a team who were prepared to take the rap as well and see the project satisfactorily completed.  If I was unable to gather the level of support I needed then I would reconsider my first decision to stay put.
• Rally external support.  Ultimately shareholders and stakeholders are your employer.  I would be seeking out ways to get those persons on board as quick as I could.  The rlationship you have as CEO with the Chairman of the Board can be the making or the breaking of your employment position as well.
• Know when to call for help!  I would seek out extensive experts in their field.  No one person has the capability to deal with this type of situation.  Cool heads and intelligent people are needed to work through these issues. 

I am lucky(?) that I am not in the position of those CEO's and I wouldn't wish those fail scenarios on anyone.  But I do relish the opportunity to muse on what the Telecoms and Toyotas have done in their hour of crisis so that I can plan now for whatever may come in future years.

(Images - http://www.flickr.com/photos/francescobellu/3488788000/sizes/t/ and http://www.flickr.com/photos/hulk4598/3381433179/)

Seinfeld - Answering Phones and Avoiding People

Have you ever had a client/cutomer/colleague you just didn't want to speak to right now?  Check out this great laugh from Seinfeld.  It's titled - George's Answering Phone.  Enjoy!

Whoever the person was that invented the little screen on your telephone that tells you who is calling - deserves an award!

Coaching

A picture tells a thousand words.

Self Perception Is Everything

The way you see yourself is the way that others will see you as well. Your self perceptions govern your behavior and the way you interact with others.

If you see yourself as being positive, in control and professional - others will. Here are the ways that others pick up on your self perceptions -

1. The way you dress. Dress to impress. Wear sharp styles, clean lines and clothes that work for you. Be expressive but still formal.
2. The language you use. Be smart and thoughtful about what you say to and about others.
3. The company you keep. Be aware of who your friends are. Engage with those who are the best at what they do and learn from them.
4. If you can't make it - fake it (or at least for a little while). Once you start believing you are someone and acting like others will treat you the same way. Some days you will just have to pretend you have it all together and eventually - you will!

Have a look at this website for some ideas about how you can change your self perception's http://www.about-personal-growth.com/self-image.html.

Carpe Diem - Sieze the day! The choice is yours.

"Grab opportunity by the beard for it is bare behind!"

Office Setup - Self Audit

Try viewing your role from the other side of the desk sometime. Seriously - get up and move, and sit on the other side of your desk. When you get there try asking yourself some of these questions -

• What is the customer seeing?
• What would you change about what you do in your role?
• What things would you consider to be important and need focusing on?
• What things would you see as being not important and could therefore be put aside?
• What does your workspace look like to someone that isn't you?
• Is your workspace inviting? Is it boring or offensive? Does it tell a story about you?
• What will a customer say when they walk away after spending some time on the other side of the desk?

Here are a few tips that I use in my office -

• Have chairs for guests to sit in. No one should be made to stand up.
• Have your computer screen off to the side of your workspace so that when someone sits down you can establish a clear communication channel with them.
• If you have a flat desk - keep as little amount of stuff on it as is practically possible or be ready to move it!
• If you have a desk with a frontage - stand up when a customer comes to see you.
• Have plants in your office and on your desk that are easy to care for yet provide something appealing to look at.