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"It’s a fine line between pleasure and pain." - Divinyls

When it comes to managememnt I’ve seen, and done, a lot of things I’d cringe at today. The best of intentions from a manager has had distastrous effects on their staff.

One example recently was a colleague of mine had just introduced themselves at a workshop. Now this person had the best of intentions and their heart is, I believe, in the right place. But, as this example will show, even sincere people can be sincerely wrong.

During their introduction, at a communications skills workshop, they mentioned they were looking to get a lot from the day because they experience conflict with people, his staff in particular. One of who was in the room, who he actually named as having conflict with. Ouch!

Can you imagine being in a room where your boss states publicly that they are having conflict with you? Luckily, the facilitator, asked them to re-frame (or re-word) that part of the introduction. But, to my mind, the damage had been done.

The rationale for this was openness: "We want to create an environment of openness and transparency."

I fully support such environments - when all parties are aware of what may happen, are ready and in agreement. However, I would be against this type of openness as it has the potential to paint people in a light they do not wish.

A manager’s good intentions (pleasure) has only caused embarrassment (pain) and, perhaps dealt a shocking blow to trust between the two. It is, indeed, a fine line.

If You’re a Manager …

• Being a manager doesn’t mean some rules don’t apply to your level of the "food chain."
• It is your role to uphold the rules and ensure they are abided by.
• If you’re going to be "open and transparent" in public, apply that only to yourself and not to others. You cannot assume everyone thinks the same way you do. In fact, they probably don’t.
• Listen to how staff communicate with you if they have been put in an awkward situation.
• Empathise - put yourself in their position. It will provide context.

If You’re Staff …

• In terms of "openness and transparency" try and understand what the company is endeavouring to do.
• Work with the manager, not against them and get on to their level; as well as letting them know how you feel about it.
• Clarify the ground rules. However, you don’t need to be embarrrassed by anyone and they need to know that.
• Be direct with any feedback if you have been put in an awkward situation and remain objective.You can be objective in telling them how you feel, or felt.
• If they don’t listen at first, be firm and repeat the situation and how you felt about it.

Being open is great, but it can be harmful if that openness includes other without their permission.

Oh, and listen to the Divinyls’ song, it’s great!

One of the key skills for a manager is the skill of communication. And a key skill in effective communication is to have a realistic perspective of each party’s views.

It is now possible to assess our skills before a highly sensitive meeting and then immediately after to ensure we are delivering in line with our intent.

This new ‘mirror’ technology allows managers a ‘reality check’ just before they meet with the individual or team. It is based around how the manager sees themselves when compared to the team or person they are meeting with. It often helps to soften the situation and even relieves some of the tension.

Stage One

The ‘mirror’ can be used simply by clicking a link, opening a new window and turning part of the PC screen into a mirror - allowing the manager to view themselves fair and square in the eye prior to the meeting. This ‘viewing’ is intended to help the manager see how the other party may view them and allow the manager to take steps to improve their communication by this private but effective feedback.

Stage Two

Stage two is similar to stage one. A second link is provided to allow the manager some self reflection after the meeting and to determine if they can still look themself in the eye and agree they have done the right thing ethically and in good faith. Some managers report they feel like they could have improved their performance after viewing themself in the second mirror and begin to take steps to that improvement. Others see no difference and continue on as normal. Not always to their, or their staff’s, benefit.

Trial Version

To trial the new mirror technology a manager needs to be ready to attend a sensitive meeting and be prepared to not take themselves too seriously, thus eliminating a "Them v Us’ situation. A sure way to ruin effective communication.

After the meeting, the Manager clicks on the second link, ready to self examine and, perhaps agree that there may be room for communication improvement.

Mirror 1 - A good manager will see a normal view of themselves. Image may vary if intentions and message do not match.

Mirror 2 - A good manager who delivered a clear, concise message, taking into account dignity of the other party will see a normal view of themselves.

 

Feedback is important in every sphere of life but more so in business simply because it tells how we’re going and how we can improve.

If we continue to improve, we’ll continue to grow.

The benefits of feedback are obvious:

1. Consolidates the relationship
2. Lets you know where you’re falling down
3. Opens up communication
4. Can be the catalyst to valuable testimonials

But Many Businesses Still Don’t Do It ( and Many Don’t Do It Well)

So, why do so many businesses fail to implement a proper customer feedback process?

Every business will have their unique reasons and on the face of it, most will be very rational. Here are three:

1. Time - it’s hard, in the traditional format, to arrange constant customer feedback nevermind tracking it and taking action.

2. What to Ask - some questions may seem personal, while others may seem to say “tell me how good I am”. Where’s the balance? What do you want to know?

3. Customer Response - not just to the survey questions but to the survey itself. Just not knowing people’s reactions might hinder the implementation process.

But what if you could get the feedback when you wanted it, automatically and have it collated so you can get an overall feel for how you’re doing?

How priceless would that be?

To know:

• what your customers think about you
• what your customers and prospects think about your product and your service

would be so powerful your business would be at the edge of its performance very quickly.You see, you don’t want “nice & fluffy” feedback.

You need feedback much like the Grand Slalom skiers are getting at the Winter Olympics in Turin at the moment.

If they miss by 2/100ths of a second, they get told. There’s no apology or softening the blow.

That’s what great business is about.

But How do You do This Quickly & Easily?

For those with assistants it may be easier but with any business there are simple and effective ways to get customer feedback. Some use checklists, others have it pre-prepared in the client file and hand it over or post it out at the same time every time.

One way I’m going to suggest is with an online survey.

Why Online?

To my way of thinking this is the best way to get client feedback today.

1. The population is increasingly “web aware” and are exploring the Web more and more.
2. An online survey (example below) is generally quick saving both you and your customer time.
3. Completing the survey privately will allow better responses. You can even have the responses go to a third party like a coach or a manager.
4. Inexpensive: this is a big one. Mail out surveys cost both time and money. Online surveys, once they are set up are done. All it needs is for clients to complete them.

Nothing Happens in a Vacuum

I can hear some people question the use of technology and how it might appear to be impersonal. I actually believe the opposite.

If any service provider has made enough of a connection then almost any tool used to promote the relationship (like a survey) will be beneficial. The means to that survey can be immaterial.

I will agree though that online surveys, just shot out of a cannon because it’s the latest fad can do more harm than good. You need a well thought out strategy to go with the surveys.

Overcoming Resistance

If a client refuses an online survey, that in itself is feedback - not to change tools, but to develop a closer relationship, find out their objction to it and help them overcome whatever is getting in the way.

It is a signal to add value.

So How Hard Is It?

I’m not sure who said it but someone wiser than me stated: “The questions you ask are defined by the answers you need.” (not want)

That is how you form your questions. And if you follow the advice the content becomes easier.

Now What To Do

The next thing to do is to work out 3 - 5 questions you’d like to know from your clients and write them out how you’d like to ask them.

If you’d like feedback on your questions you can fire them off to me and I’ll oblige - f.r.e.e. of charge for the next two weeks.

I’ll look forward to your responses.

p.s. if you know someone who is looking into this already, feel free to pass this article on to them.

I admit it, I’m cheating a bit here.

I’ve listed a few blogs that have posted on how to build a better blog. And I’m going to keep adding to the list.

Why? Well, firstly, because I want to know how to build a better blog and I know there are hundreds thousands millions of others out there who want to know as well. So over the next few weeks, I’ll be hunting good blogs for good ideas to create good blogs. If you’ve written a piece on how to build a better blog let me know and I may add it.

May? you ask.

Well, yeah. I only want to add great info, so the post has to be at least 3+ months old. So it’s more than just a good idea or just good theory - it has to be proven to work. Otherwise, what’s the point?

Okay, here we go folks!

Brian Bailey’s Leave It Behind Blog - post is now over two years old but has some good tips for those just starting.

Problogger’s 31 Days Project - probably the all time classic and Darren is certainly in the “A-League” regarding blogs.

Neil Patel’s Pronet Advertising - a good start list for better blogging, be sure to read the comments below the post.

Alister Cameron - a good article on the specifics of how Alister grew his traffic. He also lists all his plug-ins, so you;re getting quite a deal of information here. Wade through it, it’s worth it. (”wading” isn’t mean to mean it is arduous!)

The Simple Dollar - December 2006 was a big month for Trent Hamm. 31 Posts on how to grow a blog! Buy the man a beer!!!

SEOMOZ - a great post from ‘06 and one you can follow with confidence. Note that some of the tips here aren’t simply ‘implement and succeed’, such as “Write Title Tags with Two Audiences in Mind”, this is an ability that may take time to develop, it is nevertheless good advice we should follow.

Okay, that’s it for now. There are dozens of others. If you know any, drop me a line.

One of the keys to management, effective management, is growing the team that you lead.

Not everyone subscribes to this theory in reality.

Example 1: Area Manager (2006) - “I’ll help my team as soon as I know I’m on track” 

Example 2: Sales Manager (2007) - “The other offices are having record breaking years and we need to as well. It doesn’t matter what they doing, we need to be making record sales.”

The above two examples were relayed to me by sales people attending sales meetings.  The point I need to add here is that both the Managers were very concerned about their team and are considered “good” managers.

So what are the keys to building a team that will reach record heights in whatever they are pursuing and what is the manager’s role?

I like what Brian Tracy says about success: “Success is like a combination lock. So get to know the actual numbers of the lock and then find out in what order the numbers need to be and you can’t help but open the lock.” 

Effective managers work out what will lead to their teams success and work like crazy to help their teams implement those strategies.

1. Find out what other successful teams do and replicate, replicate, replicate.

2. Be sure to get more than the headlines - I once was advised to copy a colleague’s efforts in a sales campaign but something didn’t ring true about how their efforts were conveyed to me. I investigated myself and found out that while the strategy targeted over 600 people, they only got one sale.

3. Measure and reward - make sure you measure what you actually want to get and then reward the appropriate staff. Always look for small achievements from individuals and you’ll be very surprised how much some recognition will reinforce that behaviour.

4. Coach, don’t tell - people, I have found, confuse the two and think telling someone a new way is actually coaching. It may be helpful but it’s not coaching. Coaching asks questions and digs into what the team member already knows. It draws out hidden knowledge and talent. Telling can just infuriate. Talented people just get frustrated because they know what they’re being told already.

5. Ask for explanations, don’t assume -  if a team member isn’t performing, ask them what is going on sensitively. Telling them they are unmotivated will actually do just that - demotivate them. Telling them their figures/performance is low won’t help either because they already know that. If there is a gaop in performance try asking the question: “Can you explain this to me?” It sounds harsh but asked well, it’s just a discussion.

6. Talk with, not to, your staff - okay so it’s a business - true. We don’t always have to be business focused. Get real and talk about social stuff. You never know what you’ll find out and you may just resemble a human.

7. Set clear objectives (for everything) - okay this is where you really make headway. Clarity.

• Going on a sales call? What do they want to walk away with?
• Dealing with a complaint? What’s the best outcome?
• Going to a training event? What do they expect to learn?
• Struggling? What will they do this week to grow?

You will get more progress from staff who have clear objectives: daily, weekly, monthly, quarterly than almost anything else.

In the end, it’s not about you (well, it is, but you might want to consider the above points as your game plan) if you develop your staff and lead and managem them (as oppsoed to doing their job for them when things are tight) you will find you are greasing the wheels of success and the resukts come far easier and, in the end, much faster and, finally, much Bigger!

In the end, you grow exponentially as a leader.

Off you go then!

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