Managing from the Heart
A Way of Life
by
Larry D. Braley & Ray D. Gragg
© 2007 Larry D. Braley & Ray D. Gragg
Published by Larry D. Braley & Ray D. Gragg at Smashwords
WARNING!!!
This book is not for the CEO, it’s for the Managers of the company.
The Manager is charged with carrying out the direction of the CEO. His/her management style determines how successful their staff will be at carrying out their direction for long-term sustainable results.
For people looking for procedures – take a class. For people looking to understand spreadsheets and bottom-line number crunching – take another class.
For people looking for an efficient and effective method of manipulating people – get in another line of work.
But if you want to learn how to inspire people and nurture success, develop staff who are willing to go to war for you, and are yourself willing to “wrap your brain” around new and unusual concepts – this book is for you.
“Managing from the Heart – A Way of Life” is just one of many books on the “art” of managing from Manager Development Services.
At Manager Development Services, we do one thing and one thing only; we specialize in training managers in the “art” of managing people. Visit us at: www.managerdevelopment.net
*****
Table of Contents
PREFACE
Seven Historical Managerial Types
Manager as Engineer
The Four Pillars
Logistical vs. Transformative
Pillar I – Purpose
1 A Person without Purpose is Lost
The purpose of Business
The purpose of Staff
The purpose of Manager
2 Every Business has a Customer
Definition of Customer
Who is your Customer?
Needs and expectations of my Customer
How do I best serve my Customer?
The Human Being
The Mentor
The Instructor
The Counselor
The Orchestra Leader
4 Discovering Your Inner Power
Putting the “I” in TEAM!!!
5 Increasing Human Understanding
Pillar II – Passion
Inspiring People
Nurture Individual Success
Defining “Success Factor”
Developing Career Mindedness
CORE Competencies
Purpose + Vision + Goals + Initiative = Success
Personal Vision (New Hire)
Personal Vision (Established Staff)
Yearly Business Plan (Sales Staff)
Yearly Business Plan (Operations Staff)
Creating Raving Fans
Putting the “I” in TEAM!!!
9 A Human Doing vs. A Human Being
9 Principles of Self-esteem
Emotional Maturity
Who Am I?
Self-defeating Behaviors
Where Do I Want To Go?
Pillar III – Process
Bonding with Each Individual
Developing a Relationship
Setting the Foundation (Ground Rules)
12Manager as Mentor (Open Heaven)
Open Heaven
Putting the “I” in TEAM!!!
Creating the “Experience”
Open and Honest Forum
13 Manager as Mentor (Sharing the Wisdom)
No Kingdoms – No Territories
Setting and maintaining Standards
Clearing Boulders and Pebbles
Putting together a staff that has “Ownership”
14 Manager as Instructor (Sharing the Knowledge)
Don’t Hoard the Wisdom
Job or Career?
Setting and Monitoring Goals
Attitudes that Lead to Mediocrity
Freedom of Responsibility
Creating Raving Fans
The CORE Competencies
Time Management Skills
Training
15 Manager as Counselor (The “Art”)
Guidelines of Counseling
Stay on Track
Give Them the Power
16 Manager as Counselor (Reading Staff)
Head vs. Heart Knowledge
Monitoring the “Pulse” of Staff
Red Flags
Floating Balloons
Peeling the Onion
17 Manager as Counselor (The Application)
Critique – Don’t Condemn
Objectives of Various Types of Counseling
Orientation
Performance Review
Setting Fires Under Their Feet
Superstar Review
Clearing the Air
Red Flag
Conflict Mediation & Resolution
“Come to Jesus”
Termination
18 Manager as Counselor (Counseling Self)
Self-Critique
A Manager’s Red Flags
Burnout Process for the Manager
Misuse of Mercy
Resources
19 Manager as Orchestra Leader (Conducting the Process)
Managing without Appearing to Manage
Discerning Success Factors
Vigilance
Observation Book
Anarchists
Observing Politics, Personalities, and Territories
20 Manager as Orchestra Leader (Starting Up a Department)
Building the Box
Observing the Land
Plowing the Field
Planting the Crops
Building the Proper Foundation
Hiring My People
Dollar Farming – Harvesting the Crop
Managing the Interval
Beware the Camelot Experience
21 Manager as Orchestra Leader (Inheriting an Established Department)
Reconstructing the Box
Observing the Culture
Open Staff Meeting
Thirty Day Meeting
Politics and Territories
22 Manager as Orchestra Leader
(Maintenance of an Established Department)
No More Boxes to Build
Observing as an Art Form
Servicing Staff’s Needs
Protecting My Staff
Dealing with Interdepartmental rivalry / animosity
Dealing with Upper-management who Oppose Change
Remote Managing
Pillar IV – Power
The Power of Responsibility
The Power of Choice
The Power of Observation
The Power of Open Heaven
Empowering Your People
Empowering Your Department
Empowering Your Business
List of Tools
Preface
(The goal of this book is to take new and struggling managers
and propel them to excellence.)
Historically, a manager has been the head of his department, master of his domain, ruler of his kingdom; leading, ordering, directing, commanding, manipulating his troops to achieve the goals of the business. I have worked for many kings; some not so good – some better than others. But it wasn’t until I began working for a manager who was not the head of his department but the heart of his department, not a king of his staff but a servant of his staff that I finally felt at home.
I finally felt I belonged, and by belonging,
I became willing to go to war for my manager.
The Question of the Ages
How does a manager excite his staff to produce, to follow instruction, to make deadlines, and fulfill the objectives of the business? How does a manager direct his staff and create a department efficient and profitable?
Let’s look at some common management styles and the problems they create:
The Drill Sergeant: managing through intimidation. This manager rides the back of his staff; barking his orders, running his drills – micromanaging and constantly criticizing. This manager needs to be in constant control of his staff and his staff must wait for orders before initiating action. His staff does work, but grudgingly. They develop resentment towards him and take pleasure when he stumbles or fails. When he is not around, employees take advantage and slack off.
Attila: managing through consequences. This manager doles out punishment for infractions or for not measuring up to his rules or expectations. Punishment is swift and hard as if the punishment itself will deter an employee from making a mistake. Quick to find fault, he is unopposed “Lord” of his domain. Always under his thumb, staff often cuts corners, does just enough to get by, and again developing resentment, look for ways to supplant him or get even.
Psycho-boss: managing through mind games. By keeping his staff confused and in fear, this manager attempts to use psychology to keep employees wondering where they stand, how they’re performing, and if they are “in trouble.” This manager gives only enough information to each employee for the employee to minimally do what is asked of him and chastises the employee for not achieving. This is “crazy-making” for staff. They live confused and in fear of losing their jobs, creating enough stress for the employee to eventually go on disability or go “postal.”
Psycho – Drill Sergeant: managing through mind games and intimidation. This combination of the two styles, causes undo stress and confusion, pits employee against employee, and creates an atmosphere of squabbling, backbiting, and chaos, resulting in absenteeism and stress leave.
The Butcher: managing the “meat market.” This manager is a “user” of people who views employees as pieces of meat to be used – get one body, work it as much as possible, dump it when it is used up, and then get another. His focus is on production numbers – rather than on “quality.” Unfortunately, in his fervor to produce, he doesn’t benefit from the value experienced employees bring to the workplace and his all-important “bottom line.” This creates a revolving door of employees who have to be trained and have no interest in their job, the business, or its success. Employees quickly learn the score and develop no sense of loyalty. As a result, they’re more focused on their personal lives and marking time until finding another job.
The Waffler: managing through impulse. This manager always has a bright “new” idea that will revolutionize the business. He doesn’t (or can’t) necessarily explain how or why his “new” idea will work, but he’s sure if he just “implements this” or “tweaks that” then business will drastically improve. Though his enthusiasm is real and his intentions well meaning, he creates an atmosphere of “nothing really matters – put it off until later because it’ll all change again tomorrow.”
The Lord and Master: managing from the throne. This manager has absolute power, ruling his kingdom from his throne. No idea is a good idea unless, of course, it’s his idea. He must always have the last word – no questions allowed – it’s his way or the highway. This stifles creativity and input from the staff for both procedures and vision.
All of these managers have one thing in common – they live in fear – fear of losing control: 1) of their staff, 2) of respect, 3) of the business. The harder they try to control the less effective they become. Ironically, the one thing they never fail to realize is they never had or could have control. The one thing they will never understand is that control is just an illusion – there really is no such thing.
All of these styles create dissention and discord among employees. Each of these managers, in their own way, directly affects how staff feels about their surroundings, how they react to others in their surroundings, and how they judge others because of their surroundings. Like it or not, the manager is responsible for setting the tone in the workplace.
Why this book?
What if there was a way to instill in employees the drive, the motivation, and the passion to want not only for themselves to excel, but also for their department and the business to excel as well? What if by managing from the heart your staff could grow individually and collectively to a place where they manage themselves? What if your staff could grow to a place where they don’t just show up for work but they have a vested interest, and are engaged, in the success of the business?
The Manager as Engineer
A person who manages from the heart is just that - first and foremost a person: a human being first, a mentor second, an instructor, a counselor, and then a manager. This manager must be an engineer not just of his department, but more importantly, of the character, education, growth and development of each individual on his staff. By modeling four basic Pillars, “Purpose, Passion, Process, and Power,” this manager instills in his staff a sense of “family,” motivating each individual to develop and grow personally while contributing to the success of others, and thus, to the business as a whole.
Managing from the Heart is the culmination of half a century of managerial wisdom born of experience, observation, and trial-and-error experimentation. A manager who manages from the heart manages the “pulse” of his staff, mentoring inspiration, self-actualization, and self- motivation. By allowing the employee to grow, and nurturing their progress, this manager reaps not only a financial harvest but a spiritual harvest as well.
All an individual or a business needs to succeed is to have Purpose and Passion. With purpose and passion comes the ability to tap into an inner power which propels one to accomplish unimaginable goals. But how does one instill Purpose and Passion in an individual, let alone in a department? This is where Process comes into play.
The philosophy in Managing From the Heart is anchored by four pillars which lay the foundation of principles inherent in this book. To understand the Four Pillars one must be willing to “wrap” their brain around new and unusual concepts. As you read through this book please note the concepts.
(concept #1)
Purpose + Passion + Process = Power
Each of these four pillars is a bridge to the other and a bridge in total, closing the gap of where things really are and where things should be. By managing from the heart we eliminate the need to micromanage.
What does this mean for the individual?
What does this mean for the business?
The Four Pillars
Pillar: a firm upright support for a superstructure.
Pillar I – Purpose
Logistical: “The object for which one strives or for which something exists; an aim or a goal.”
Transformative: “The inherent value of being; motivation; the intrinsic meaning of one’s existence.”
Every business has a purpose and everyone in that business has purpose.
Pillar II – Passion
Logistical: “A powerful emotion such as love, joy, anger, hatred. Ardent love: The object of such love or desire. Boundless enthusiasm: The object of such enthusiasm.”
Transformative: “Wholehearted devotion to an idea or ideology; energetic and unflagging pursuit of an aim or devotion to a cause.”
Pillar III – Process
Logistical: A series of procedures, changes, or functions bringing about a result.
Transformative: “The interaction of wisdom, inspiration, and humility affecting (transforming) one’s environment.”
Process is not a procedure – a business doesn’t need another procedure. Most managers make this mistake, resulting in confusion and misunderstanding.
(concept #2)
Efficiency vs. Effectivity
(Logistical) vs. (Transformative)
Procedure equals Efficiency: “are we doing things right?” (logistical)*
Process equals Effectivity: “are we doing the right things?” (transformative)*
Example: Living is a Process; not a Procedure
Consider: Success is a Process; not a Procedure
*Definition:
Logistical: the efficient, organized movement of materials, and sometimes, people.
Transformative: to change composition or structure; to change character or condition.
Effectivity: the ability to cause a result, especially a desired or intended result.
Pillar IV – Power
Logistical: “The ability or capacity to perform or act efficiently. Strength or force exerted or capable of being exerted. The ability or official capacity to exercise control; authority.”
Transformative: “Authority to transfer power for an identified purpose within specified standards; inspiring freedom to be creative within their own position.”
If I am to manage from the heart, I must not only understand each of “The Four Pillars” but I must also possess total conviction of them as well.
If I don’t understand my purpose, I can’t direct my staff;
if I don’t have passion, I can’t instill it or inspire my staff;
if I don’t model the process, I will be unable to instruct my staff;
and if I don’t exhibit power, I can’t be an example to my staff.
WARNING!!! Most people reading this book will find the temptation to skip what they may view as “the touchy-feely crap” (Purpose and Passion) and want to move straight to Process.
“I don’t need the pep talk; just tell me how to do it.”
If this is the way you feel, then get your money back – you’re wasting your money and your time. Implementing the Process and experiencing the Power can only be successful if you understand and practice the first two pillars.
In conjunction with the Managing from the Heart Workbook, this book will open the door on a powerful new concept of managing which will allow any individual to recognize and achieve vision they wouldn’t before dare to even dream of.
Pillar I - Purpose
Noun: “The object for which one strives or
for which something exists; an aim or a goal.”
(logistical)
Verb: “The inherent value of being; motivation;
the intrinsic meaning of one’s existence.”
(transformative)
*****
Chapter 1
A Person without Purpose is Lost
A Business without a Purpose is soon not a Business
To manage from the heart, it is imperative the manager understand not only the purpose of the business but everyone related to the business as well. Often, understanding and accepting “why” is infinitely more important than understanding “how” or “when.”
(concept #3)
Every business has a purpose and
everyone in a business has purpose.
The Purpose of “the” Business
The purpose of “the” business is to make a profit. To make a profit, a business must provide a product and/or service that meet the needs of its clients. To meet the needs of the client, a “Business Plan” is developed, and to implement this plan, a strategy is devised. Unfortunately, our economy devours strategy like our government devours taxes. In other words, if you want to make God laugh – just tell him your plans.
The best way for a business to succeed in an ever-changing, ever-evolving economy is to develop a staff which embraces change, and is themselves ever-evolving. A staff which works both individually and collectively for the good of the whole is able to see problems as opportunities, setbacks as challenges, and failures as lessons. Each member of the staff has a “reliance on” and an “allegiance to” each of their fellow members.
This cultivates an atmosphere in which employees feel safe and inspired to both offer and receive help. With each individual sharing their inherent talents and power, this staff perseveres, and by persevering, succeeds – which means the business also succeeds. But of course, in order for this to work each staff member must have total “buy in” of the Four Pillars.
The Purpose of “a” Business
The purpose of “a” business is to operate with social responsibility. When a business has purpose, it becomes a living entity which services society by supporting the community which supports it and nurturing the people who nurture it. As John Donne affirms, “No man is an island, entire of itself,” so does morality affirm that no business is an island. The interconnectedness of business and humanity dictates that if one is injured the other is also injured.
A way to aggressively affect the Bottom Line of any business is to affectively transform the culture. Transform the culture of the business and you affect the way society interacts with that business.
(concept#4)
The interconnectedness of social responsibility.
Businesses today understand and accept the interconnectedness of business and humanity at the economic level, but few recognize and appreciate this interconnectedness on an ethical level. Social responsibility also entails a business nurturing the needs of its employees. When employees hurt – a business hurts. When a business hurts – its employees hurt. Each directly affects the health and welfare of the other.
The Purpose of the Staff
Accomplish the “need” for which hired (logistical)
Fulfill the “vision” of the business (transformative)
To develop or discover purpose
To be “engaged” in the business
To enable the business to excel
The purpose of the staff is to accomplish the “need” for which they are hired (*Notice; I said need -- not “task”). Every business has numerous needs which must be met in order for the business to operate effectively. These needs are usually broken down into categories and personnel are hired to accomplish certain categories. Guidelines are then established to assist the employee in completing each need while maintaining standards.*
(*Note: Standard is a level of quality or excellence with which to judge effectivity.)
The purpose of the staff is to fulfill the “vision” of business. Fulfilling the vision of the business is a direct result of the individual taking “ownership” of the business plan. When an individual feels he is working for himself and takes part in crafting his standards and responsibilities, he becomes naturally vested in the success of the business. Recognition that success of the business and the individual are not mutually exclusive, but are, in fact, one and the same, inspires allegiance to nurturing the health of both.
One purpose of staff is to discover their purpose. To discover purpose, one must tap into their inner power. Embracing one’s inner power unleashes creativity, talents, and potential previously unrealized. As children, most people dare to hope and dream that they are capable and competent – that they can tackle anything. But as the stress of life and the caution of “well-meaning” critics instill distrust in one’s own abilities; a person begins to doubt, and even fear, their own inner strength.
The purpose of the staff is to be “engaged” in the business. This is best done in an environment which nurtures growth and allows each individual to reach their full potential. When staff is allowed to focus on the reason they come to work, they are able to perform and are able to excel.
In an environment of chaos, drama, and stress, people can only focus on survival, gossip, and anxiety. When this happens, the workplace becomes a play yard, a battleground, or a zoo.
The purpose of the staff is to enable the business to excel. This is best done by investing in the Four Pillars being mentored by the manager.
The Purpose of a Manager
Alleviate fear, negativity, frustration, and lack of self-confidence in each member of his staff.
Put together a staff that has “ownership” of the “Business Plan.”
Help his staff tap into their inner power.
Be a mentor of the Four Pillars.
Be consistent in overseeing the Four Pillars.
Create an environment which nurtures growth and allows each individual to reach their full potential. (Passion fuels Passion)
Manage without appearing to manage.
The purpose of a manager is to alleviate fear, negativity, frustration, and lack of self-confidence in each member of his staff. Every new employee comes into a department with varying degrees of fear, intimidation, insecurity, or at times, – arrogance. There is usually a period of adjustment while the employee is integrated into the system. Integration is one of the most important purposes of a manager.
Making a new employee feel comfortable and at “home” as soon as possible is essential for the well-being of the whole department. The best way to counteract insecurity, intimidation, and fear is to make the employee feel accepted and not judged. The best way to counteract arrogance is to assist the individual in understanding how fortunate they are to be working with such a group of professionals. It is important for a manager to recognize that arrogance is actually insecurity, intimidation, and fear in disguise.
The purpose of a manager is to put together a staff that has “ownership” of the business plan. With “ownership,” staff comes to work with one collective purpose, one desire – to work. Imagine an employee with a “want to” attitude, who actually “wants to” work, “wants to” perform, “wants to” excel and wants the business to excel. Imagine an employee who recognizes that his success and the success of the business are intertwined – one.
When an individual has ownership, they remain vigilant in their concern of the health of the business. They remain aware and interactive in monitoring the “pulse” of the business. They are quick to alert others and creative in problem-solving suggestions. In short, they are proactive and have a vested interest in the success of the business. A job no longer becomes “work,” but instead, becomes a passion.
A manager must instill “ownership” in each and every one of his employees.
The purpose of a manager is to assist his staff tap into their inner power. Most people have no concept of the power they possess. In fact, this is where most of our problems in life come from – not taking responsibility for this power. Instead, we give this power away to other people who don’t ask for it, don’t necessarily want it, and usually don’t even realize they have it.
By assisting an employee in recognizing, harnessing, and utilizing their power effectively, this manager initiates a process of self- actualization which, with direction from the manager, allows the employee to discover their purpose, and thus, maximize their full potential.
The purpose of a manager is to be a mentor of the Four P’s. Staff’s behavior will reflect the way you react, the way you think, and the way you behave. If you react without thinking, jump to conclusions, and behave erratically or unpredictably, your staff will reflect the chaos which is modeled for them. Inversely, if you respond with understanding of the problem, faith in your talents, and confidence in your people, your staff will reflect passion for their work and allegiance to the department.
If I had an orange and I squeezed it as hard as I could – motor oil is not coming out; apple juice is not coming out; the only thing that is coming out is orange juice because that’s all that’s inside. If I am full of negativity, confusion, condemnation, and doubt then that’s all that can come out – we radiate it and infect all those around us. But if I’m full of understanding, confidence, compassion, and motivation, I radiate that and people are drawn to me.
(concept #5)
Be the orange.
The purpose of a manager is to create an environment which nurtures growth. In such an environment; ideas, motivation, intuition, and passion, feed off one another, inspiring innovation in problem solving. When employees feel safe to openly and honestly express themselves in an open forum without fear of ideas being discounted or stolen, an exchange of talents and beliefs create an atmosphere of collaboration.
By collaborating, individual talents ignite creativity, fueling one another and allowing each individual employee to experience and utilize the collective talents of all. In such an atmosphere, staff becomes willing to support and assist one another instead of becoming entrenched in one-up-manship.
The purpose of a manager is to manage without appearing to manage. Most managers believe it is their “job” or “task” to manage others (logistical). This is where confusion and misunderstanding originates.
If the manager views his job as a task, then each individual in his department will view their job as a task also. This is where managers find themselves sucked into micromanaging, often without even realizing it. Feeling like the boss is always on your back or always looking over your shoulder breeds resentment in an employee – the more talented and experienced the employee; the greater the resentment – the greater the resentment; the greater the defiance.
The act of managing must, itself, be a purpose (transformative) in order to be effective (Note: Effectivity). Most managers fight for the most talented and experienced personnel to be in their department, and then when they get them, they won’t let them do their jobs. If you hire someone that knows the job – here’s a thought – get out of their way and let them do it. When managing from the heart, the manager must act as facilitator of the process which enables employees to accomplish what they were hired to accomplish.
(*NOTE) 80/20 Rule: “80% of the work is done by 20% of the staff.”
Imagine the outcome for your department and for the business if 100% of your staff performed with the same effectivity as that original 20%!
*****
Chapter 2
Everyone in that Business has
(and is) a Customer
When managing from the heart it is essential to understand purpose of customer:
What is a customer?
Who is the customer?
What are the needs and expectations of the customer?
How do I best serve the customer?
Definition of Customer (Logistical)
Derived from the old English; “custom” – meaning “habit.” Someone who made a habit of frequenting a particular shop to purchase goods or services (what we, today, think of as a “repeat” customer). The shopkeeper would make it a point to maintain a relationship with each customer by remembering their needs and preferences. By doing this, the shopkeeper expected further purchases in the future.
Traditionally, a customer has one purpose – to provide income (or profit) for the business. The consumer is seen as having the business’ money and it’s the business’ job to get it from him. Marketing departments have become creatively relentless in winning, cajoling, influencing, and manipulating the consumer to patronize their particular product or service. Of course, this has made the modern-day consumer skeptical and incredulous. This is why most consumers’ brains and patience fail when receiving what is today considered “junk” phone calls, mail, e-mails, and advertisements.
The realization that practically all the effort and creativity which is put into advertising is considered “junk” testifies to how shell-shocked consumers have become. Terminology in our culture today such as “informed consumer” signifies the degree of distrust people have in business. How often have you received an annoying phone call at the most inopportune moment and thought, “If I need something, I’ll go out and get it. I don’t need anyone coming to me with something I don’t want or need?”
Definition of Customer (Transformative)
In Managing from the Heart, a “customer” is considered any person, group of persons, or organization for which a product or service is made available (purchase is not essential). Because of the concept of interconnectedness (what benefits me – benefits all; what hurts me – hurts all), it is necessary to recognize the importance of a relationship with any person, group of persons, or organizations.
A healthy relationship has four main components: respect, loyalty, honesty, and faithfulness. Each party in a relationship must feel safe to openly and honestly express their wants, needs, hopes, values, dreams, and emotions without fear of being discounted, hurting the other, or making the other angry. This ability to communicate allows true intimacy and expresses a real concern for the well-being of the other party. If we are only able to communicate on a “subject level” we tend to view others as objects and objects are things to be used.
(concept #6)
A customer is not an “object” to be used.
A healthy connection (or affiliation) enables a ripple effect of confidence in integrity throughout the community, creating goodwill and trust. When a skeptical and incredulous customer is treated with dignity and respect (instead of manipulation) confidence and trust in the product or service begins to grow in the customer. Subconsciously, allegiance to the business which created this product or service also begins to grow. Once a customer is converted from skepticism to trust, they will remain loyal even when problems in this relationship arise.
Because of interconnectedness and the ripple effect of goodwill, the sale you make today is often because of something you may have done days, weeks, months, or even years ago. This is due to the principles of “Seed Sowing” and “Building a Pipeline” (see section on Process).
Who is your Customer?
Story #1 Old People in the Nursery
After the Navy, I began working evenings and weekends at a hardware/garden shop/retail store. Many of the customers that frequented the store were elderly, and after a short while I had many of them asking for me versus other staff members.
This gave me an opportunity to get to know them and their history. I was able to learn a lot just by listening to their stories, and in turn, my sales grew as I built a strong following.
I often got comments from other staff like, “How can you stand dealing with those ‘old people’? They are so grumpy and it takes too much time to wait on them”.
My reply: “First of all, they are our customer and they deserve to be treated the way you want to be treated. Second, they are elderly, so they are going to be slower than some of our ‘younger’ customers. Third, they probably are grumpy with you because they may not be feeling well, although most of the time they are not grumpy with me. And forth, the amount of sales I am doing indicate that they are a very profitable customer base. Their money is green and they are looking for a place to spend it. Why shouldn’t I serve them?”
Bottom line: During the four years I was at the store this proved to be true. I had repeat business, referrals, etc. It just took a little extra effort and patience to work with everyone in the beginning but ended up producing business and affecting the bottom line in a very positive manner.
sow quickly – reap little
sow patiently – reap a harvest
Basically, customers fall into two main groups: External and Internal.
External customers include individuals, businesses, business people, and organizations apart from the business. Essentially, this is the general public which includes suppliers, bankers, governmental bodies, and even competitors. External customers are the customers of the business.
Internal customers work within the business itself. These include any position in any department for which a service or product can be provided.
The customer of the business is the general public. It is important to recognize that the “sales reps” are the business’ front line in working with the external customer.
The customer of the sales rep is the business’ customer. As the business’ front line in dealing with the consumer, it is imperative the sales rep understands the needs and expectations of each consumer and be adept at developing a “relationship” (a bond) with the consumer in a timely manner.
The customer of the support staff is the sales rep. Each member of the support staff must understand the needs and expectations of each sales rep and become dedicated to servicing them. As the sales rep services the consumer, so must the support staff service the sales rep.
The customer of the manager is the support staff and the sales reps – in short; everyone in his department. By servicing the support staff, he services the sales reps. By servicing the sales reps; he services the consumer. By servicing the consumer; he services the business.
As manager, it is of paramount importance to understand “and appreciate” that no position or need in the department is more important than any other position or need.
(concept #7)
No position is more important than any other
Without a sales rep to make contact with the consumer, a product or service cannot be offered. Usually, sales reps are the prima donnas of the business, but consider… Without a receptionist to answer the phone, the message cannot be relayed. Without a person to order the pens, the message cannot be written. Without a person to make the copy, the order cannot be recorded. Without a person to keep the records, the order cannot be filled. Without a person to fill the order, the product or service cannot be conveyed. Without the product or service being conveyed, income cannot be earned. Without a manager to orchestrate this procedure, profit cannot be made. Without profit being made, wages cannot be paid.
The good news is -- this is not really a problem!!! Why? Because if you do not employ any of these people you don’t have a business to worry about anyway.
What are the needs and expectations of my customer?
All customers (whether external or internal) present two primary dilemmas for the business: “needs / wants” and “expectations.” It is essential for anyone in dealing with any customer to discover the customer’s needs, deal with the wants, and make expectations realistic.
Needs / Wants:
The problem with “needs” is that often customers do not have a clear understanding of their “needs.” Often, the customer has an idea of what they want to accomplish – to have happen – but does not know “how” to make it happen. A customer’s “wants” are their emotional attachments to their “needs.” At this point, assistance in determining what the customer’s real needs are is a valuable service to the customer. We must understand the “wants” to discover the customer’s real “needs.”
Story #2: Larry’s Car
It started with the “need” for Cathy, my wife, to have a different vehicle in order to take our grandson various places when she watched him. At the time, her car was a two door, which made it very difficult for her to get him in and out of his car seat. Also, the backseat really didn’t have a very effective way to secure the car seat. With that in mind, I thought about having her drive my Ford Expedition and trading in her Explorer.
Since the Expedition is a large SUV, I thought of getting something fun (want) to drive as well as good on gas (need). I liked the white Saturn Sky sport car and thought that it would be nice to have something like that.
At the Saturn dealer, a rep came out and simply said (in a very bored tone) that it would take 8 to 12 months to get one. He then went on to say that the Pontiac dealer next door may have their version called a Solstice.
At the Pontiac dealer, a nicer rep came out and said that their car is hard to get, but should only take 4 to 12 weeks after an order is placed. I took a test drive in their one demo and was very pleased with the car. After returning from the test drive, I met with the rep and was told that the dealership was working on getting four cars from another dealer that had closed down.
It came down to both of us agreeing that she would keep me informed about the status of the vehicles. I never heard back from her so I left a voice message. I eventually received a voice message stating that the status was the same and the rep would get back to me the following week.
I then realized I would need to look around outside of town if I was going to find one. That evening I went on the internet and found three other dealers that had the car I liked in red and in white. Red was what I was leaning towards. When I contacted these dealers the next morning (all out of the local area), one had already sold the car and another dealer had a car on its way, and I would be able to take delivery in two weeks. I finally contacted the fifth dealer with the white one.
Out of all the dealers I contacted, the one with the white car in stock was the only one that:
1.) returned my phone calls in a prompt time frame.
2.) really acted like they wanted my business – eager to serve.
3.) asked questions discerning my needs and wants – interested in me (the customer) – imagine that!!!
4.) discussed the benefits of white over red – not pushing it.
5.) mentioned that they would be happy to locate a red one if I really didn’t want white.
6.) offered me the best deal on my trade-in.
7.) were truly enthusiastic in their approach to working with me, their “customer.”
My wife who was with me picking up the car even mentioned that someone must be really mentoring these young guys.
Bottom line: I was very impressed with the level of service. I purchased the car there and it was a very enjoyable experience. This fifth dealer embodied the transformative model while the others followed the logistical model. It is interesting to me that the 80/20 rule was in effect again.
Expectations:
Customers base expectations on perceived product capabilities or service levels influenced by cultural values, marketing, advertising, and most of all…wishful thinking. Unless a customer’s expectations are made realistic, “expected” outcome is often a “set-up” for disappointment.
(concept #8)
Expectations are resentments waiting to happen.
Having the best product or service on the market is irrelevant if the customer’s expectation of the product or service is unrealistic. Once a customer is disappointed and a resentment develops, regaining trust and confidence is difficult. There’s an old saying, “Word of mouth is the best advertising.” But consider this; when a resentment has developed, word of mouth is the absolute worst advertising. This is why it is so important to assist the customer in understanding the capabilities, and especially the limitations, of the product or service.
Whether external or internal, a customer’s expectations must be made realistic by the person servicing them. This is essential if a healthy “working” relationship is to develop. The first step in making expectations realistic is understanding the customer sees a completely different world than you.
(concept #9)
No one sees reality the way reality really is.
We only see reality the way we are.
Expectations are based on the customer’s perception of reality. Understand: no one sees reality the way reality really is; we only see reality the way we are. The way we view the world, and everything in it, is dictated by the sum total of our experiences and our interpretation of those experiences.
How do I best serve my customer?
To best serve your customer you must know your customer. To best know your customer you must develop a relationship with your customer. To develop a relationship with your customer you must not only understand, but also have a genuine concern for, your customer’s wants and needs, be willing to be open and honest, and show them respect and dignity.
Having a clear understanding of your customer’s wants and needs is the first step in developing a relationship – a relationship that just may last a lifetime. Understand that your goal is to satisfy your customer’s need. When the customer’s need is met there is no buyer’s remorse. Ask yourself the following three questions:
“How do I meet your need?”
“What do I need to do to help you – to give you what you need?”
“How can we work together to meet your need?”
By working alongside the customer – a bond develops.
By making expectations realistic – resentment is avoided.
By being completely open and honest – trust is established.
By treating them with respect and dignity – respect and dignity is returned.
“Under promise – over deliver” is a concept which enables one to curtail expectations from turning into resentments. In an effort to “get the sale” or “make the impression,” people sometimes set themselves up for failure (at least in their customer’s eyes) by promising more than they may actually be able to produce. This causes customer dissatisfaction and distrust and eventually costs their allegiance. I may make the sale or impression in the present, but I lose the long-term benefits of having a loyal customer.
To know your customer; ask yourself, “How do I wish to be treated?”
Story #3: Voided Check
One of the goals for any manager is to have staff that is willing to go the extra mile as needs arise. Some people have a natural tendency towards this, while others take coaching.
It is always wonderful to hear when an employee exhibits a “beyond the call of duty” attitude.
One such example was when David, one of our reps, helped a member (customer) recover a check she had written to a business and found their product defective later that day (she lived forty-five minutes away). She was talking with David, her financial advisor and mentioned this. The business had said to bring the item back, but she was concerned that they would still try to cash her check as she wasn’t able to return it for a couple of days. She asked about putting a “stop payment” on the check.
David mentioned that since he lived close to her he would be happy to pick up the item, return it to the store, and pick up the check for her. This way the check wouldn’t go through and she would save the “stop payment” fee.
The end results were: David did the pickup, and the member “customer” was very thankful and impressed for his help. This was going the extra mile and showed his commitment to the best service possible.
*****
Chapter 3
– Everyone I Work With.
The Human Being
The Mentor
The Instructor
The Counselor
The Orchestra Leader
A business’ greatest asset isn’t real estate, inventory, equipment, or accounts receivable – a business’ greatest asset is its “people.”
(concept #10)
A business’ greatest asset is its people.
Every asset needs to be properly maintained – nurtured, protected, and serviced. Any business which neglects its assets is living on borrowed time. Maintenance is the process of repairing problems or defects as they occur – often this ends up being nothing more than crisis management.
Preventive maintenance is essential to insure maximum efficiency, effectivity, and growth. Preventing a crisis conserves time, energy, and in the long run, money and profit. Preventive maintenance of crises is a manager’s primary duty to his department. A manager’s primary responsibility is to “service his staff.”
(concept #11)
A manager’s primary responsibility is to “service” his staff.
Remember that a manager is a human being first, a mentor second, an instructor, a counselor, and then a manager?
The Manager as Human Being
A manager’s customer is his staff and his purpose is to treat them as he would wish to be treated (remember, concepts #4 & #5). Developing a nurturing relationship in which staff feels safe to openly and honestly communicate wants, needs, frustrations, ideas, fears, inspirations, and problems is key in managing from the heart. Communication is the most important “tool” in any relationship, and a relationship is the most important component for success whether in business or in life. Remember: No one is an island – no one makes it on their own?
With communication comes intimacy and with intimacy comes mutual respect and dignity. Each party develops an understanding and compassion for all that the other is and all that the other can be. With this, each party brings their own personal power to the relationship.
The Manager as Mentor
The manager must “be the orange” so to speak – be the example (concept #5). Staff cannot understand or feel safe to implement the “Four P’s” unless the “Four P’s” are modeled and the benefits exhibited. It is the manager who “sets the tone” of the department and staff “keys” off of him.
It is important that a manager has a vision not only for his department but for each member of his staff as well. It is also important that a manager share this vision with each member of his staff. When a manager takes the time to initiate intimacy with each member of his staff, a bond develops and “relationship” begins to grow.
Assisting an employee in understanding that their position is very important – just as important as any other position – gives them “ownership” of their position. And by informing them that since their position is so important you are depending on them to be the best they can be, pride in the position is instilled. This allows the individual to develop a focus of seeing their position as something much larger than the job or task at hand.
Story #4: Sears Intern
A high school student interned with us one spring. She hoped to become a financial advisor one day and interning would fulfill one of her business class requirements. We set up a schedule for her to job shadow several different positions in my department and met periodically to discuss her observations.
She liked the department, and one day, mentioned (with a long face) that she enjoyed interning with us much more than her part-time job at Sears. Her job was to ask customers on the floor if they would like to apply for a Sears credit card. She shared she felt uncomfortable bothering people, believed she wasn’t good at it, and thus, signed up very few accounts.
I decided we should talk.
“First of all,” I explained, “you are selling, which in itself can be intimidating. Realize, that everyone starts out with “negative self-talk” about their abilities to sell – fear on rejection and such. If this is true, then only those who continue to work on their skills will overcome.
Second, why does Sears have you soliciting customers to sign up for their credit card?”
She didn’t have an answer.
I explained that this is the way companies, such as Sears, increase their fee income and maintain their customer base.
I noticed she winced. I said, “From the look on your face it seems you are more than a little embarrassed to be asking for customers to sign up.” She admitted she was because she wasn’t sure what to say other than to just outright ask if they want to sign up for a Sears credit card. I made some suggestions.
1) Remember, there is no reason to be embarrassed, as credit cards are an important part of business today, which allow a customer to purchase what they need, and allow them to make affordable payments. Don’t ever be embarrassed offering a useable service.
2) Arrive a little early and go to the various departments and speak with the department manager and find out what they have on special, so you can let the customers know this when you speak to them about taking out a card.
3) Then when you are speaking with a customer let them know, ‘Now’s a great time to take advantage of the specials in our ________ department. A Sears credit card can help with that and it only takes five minutes to complete the app.’
4) or you can ask what they are looking for and use the same wording as #2.
5) Smile and be confident because you are capable of being the best if you’re only willing to work at it.
6) Practice on the above and you will be successful.
7) Remember, you are doing them a service. You are giving them an opportunity to choose. Some people will not be interested and that’s good – respect their decision. But some will see this as an opportunity to purchase something they need and otherwise not be able to afford (i.e.: refrigerator, washer, dryer, prom dress, etc.). You are not forcing anything on them – just giving them the ability to choose.
A week later she returned for internship and I asked how the week went at Sears. With a big smile on her face, she eagerly shared, “I went in and did exactly as you said and was able to open ten accounts. I was blown away by the success I had.”
“Do you receive any incentive for opening accounts?” I asked.
“Yes,” she beamed, “$5.00 for each.”
I then asked her to do the calculation of her hourly wage plus incentive to come up with her true hourly earnings.
When she looked at it this way, she got even more excited and thanked me for the help.
Since a large portion of their customer base and credit accounts come from people on the floor, why wouldn’t a big company like Sears take a few minutes to train this “high school” person? This is another example of logistical vs. transformative managing.
I believe what she learned over those couple of days will serve her well throughout her life. It was wonderful for me to have someone take to heart my counsel and use it to be successful. And all I did was give her permission to sell.
Remember the old saying: “Give a hungry man a fish and you feed him dinner. Teach him how to fish, and he’ll never go hungry again.”
(concept #12)
Teach your staff how to fish.
Manager as Instructor
A wise man doesn’t hoard wisdom – he shares it. A person who shares wisdom is open to receive it. A wise man also doesn’t hoard understanding – he shares it as well. Wisdom without understanding is useless, and sometimes, even dangerous.
The manager who hoards information, or only lets it out on a “need-to-know” basis, cripples his staff and creates confusion and mistrust within the department. Insecure, this manager is paranoid and controlling, and his staff reflects his insecurity.
When managing from the heart, it is important that the manager makes an effort to help each member of his staff learn something new every day. By sharing information, wisdom, and understanding, each person in the department begins to realize that the best way to help themselves is to help others. Next to its people, information and experience are the most valuable assets a business possesses.
Sharing the wealth of these assets inspires creativity and allows staff to tap into their inner power. When staff feels they are pulling together for a common purpose, and that purpose is the betterment of each individual, they come to work with one purpose each day – to work. This is the beginning of changing the 80/20 rule to 100/100.
Must have patience and discover each of his employee’s:
“hot buttons”
wants and needs
motivation (what drives them – makes them work)
their strong points
their weak points
Discovering each staff member’s “hot buttons” allows you, as manager, to preempt potential problems and crises. It also enables you to counsel them on how the self-defeating power of these buttons will cause them to “shoot themselves in the foot.” Remember, servicing your staff is an on-going process of developing in them the ability to become self-aware. With self-awareness comes inspiration to self-motivate.
When a person disconnects their “hot buttons” they learn to respond rather than react. When a person reacts, personal issues and feelings cloud the problem at hand, making resolution even more difficult. By responding, a person retains their individual power, is able to focus on solution, and tends to makes confident, competent decisions. The objective is to identify the problem, and once identified, get out of the problem and into the solution.
(concept #13)
Get out of the problem and into the solution.
Discovering your employee’s wants and needs enables you to also discover what motivates him/her – drives him/her to work. Different people are motivated by different things: money, prestige, power, recognition, acceptance, love, ambition, and the list goes on and on. If I know what drives you, then I am more capable in helping you meet your needs. I am also better able to assist you in realizing the potential benefits and consequences of those needs.
As with “external” customers, your “internal” customers may not know what their needs really are and often require direction in discovering them. What one sees as money may, in actuality, be success. What another sees as recognition may, in actuality, be security.
Many people believe that money will give them happiness; only to discover after years of toil and sacrifice that they are just as unsatisfied with money as they were without it. Yes, they may have a huge, expensive home to live unhappily in, or a beautiful luxury automobile to unhappily drive around – but the fact remains: they are still unhappy and don’t even know why.
(concept #14)
If I am nobody without a trophy, then when I get one;
I am nobody with a trophy.
Learning each member of your staff’s strengths and weaknesses enables you to capitalize on the individual’s potential. This is done by teaching the individual to nurture and utilize their strengths while, at the same time, learning from their weaknesses. Remember:
(concept #15)
Failure isn’t failure if you learn a lesson from it.
A weakness can and must be made into a strength. In an individual, this is called growth. The amazing thing about growth is that it doesn’t stop unless you stop. In life there is no such thing as stagnation – you are either moving ahead or you are moving backwards. No person is the same person they were last year, last month, last week, or even yesterday. The question is: “Today, am I better or worse?”
The only person who can answer this question is the person asking it. Answering it openly and honestly is key in identifying a problem. Second, is the choice made on where you would like to go from here.
As a human being, it is my duty to be the best person I can be today. As manager, it is my duty to mentor, instruct, and counsel my staff to appreciate the wisdom in being the best person they can be today.
Manager as Orchestra Leader
A manager is the conductor of an orchestra. Each staff member is a finely tuned instrument designed to deliver the precise effect at just the appropriate moment. Without drums, the woodwinds would have no power. Without violins, the horns would have no finesse. It is the conductor’s purpose to align each instrument and note to create a harmony of music. If one instrument falters, they aren’t discarded – they are tuned and given direction.
(concept #16)
Be the orchestra leader
Each member works individually to collectively produce a masterpiece. Each relies on the direction of the conductor who coordinates the individual talents to produce the desired result. Sitting in the horn section, one hears mostly horns. Sitting in the drum section, one hears mostly drums. By enabling each member to do what they do best, the conductor oversees the process, directing overall effectivity. This creates a finished product which becomes infinitely more than the sum of its parts.
Constant observation of staff, atmosphere, and character of the department is needed if orchestration is to be effective. Each member must not only understand standards but must also be “engaged” in the process. With this, staff supervises and motivates themselves. By monitoring the “pulse” of the department, a manager is able to affect direction and harmony within the department. To accomplish this, all a manager needs is eyes and ears – “NO SPIES!” (see Process).
*****
Chapter 4
– it’s always been there.
Have you ever heard anyone say:
“You made me mad?”
“You made me happy?”