Dream, Believe, Dare, Do

Dream, Believe, Dare, Do - the four basic standards that drive Disney. Think about it. How can this work for you?

You're probably much smaller than the U.S. Government, but they also hold these standards. Take the space program for instance. Dream-going to the moon, Believe-President Kennedy believed in this program, Dare-we sent rockets into outer space, Do-astronauts stepped foot on the moon.

You can't rest on the past - "it's always worked for us" takes you on the road to nowhere. Open up and allow staff to participate in these standards. It will make them feel more a part of the organization. Who has the most first-hand information? Frontline staff. A lot of their motivation comes from knowing that they're valued.

In the book "The Disney Way", by Bill Capodiagli and Lynn Jackson, they list the 10 concepts that are at the heart of the Disney standards:

• Give every member of your organization a chance to dream, and tap into the creativity those dreams embody.
• Stand firm on your beliefs and principles.
• Treat your customers like guests.
• Support, empower, and reward employees.
• Build long-term relationships with key suppliers and partners.
• Dare to take calculated risks in order to bring innovative ideas to fruition.
• Train extensively and constantly reinforce the company's culture.
• Align long-term vision with short-term execution.
• Use the storyboarding technique to solve planning and communication problems.
• Pay close attention to detail.

Now these are the standards that Disney follows. But you can't BE Disney. Every organization needs to have their own unique brand and identity. Gain an understanding of these standards as they apply to your business, gather your supervisors and managers, and put them to work.

Develop an organizational culture and mission that's open to change, with Dreams (ideas) coming from all levels of the organization. Talk about motivating! If you take a look at the most successful organizations today, you'll find that staff participation is a major reason for their success. Look at Disney today and remember, "it all started with a mouse".

Developmental Training

Walt Disney once said, "The growth and development of the Walt Disney Company is directly related to the growth and development of its human resources - our cast". This is true in ANY organization. Think about it. Where would you be without your employees?

Just to put someone through orientation (one of my sore spots) and train them on their job is not enough. In order for them to perform at their best, training must be functional, complete, and on-going. Developmental training needs to be given top billing. It's an essential investment in your employee's future. Without it, how do you expect them to get better? How do they become leaders, or better leaders?

You can't sit on the bubble for years saying, 'we should be doing developmental training'. By the time you finally get around to it, it's usually to late - at least for the employee's you currently have. Habits have set in. When I first joined the Navy, it was near the beginning of the "kindler, gentler Navy". The "in your face" days were on the downswing and being replaced by 'would you do this' and 'please' - and even providing explanations (gasp). ALOT of the old-timers resisted and I even know some that ended up retiring just because they couldn't stand it anymore.

To many organizations developmental training means sculpting for leadership. If you subscribe to this type of belief then you're wasting a valuable resource - your front-line. Everyone must be included. There is a plethora of training out there. Google "soft skill training" and you'll find numerous places that will give corporate discounts for groups of online courses. Everything from customer service to computer skills to communication and time-management. But remember, just providing this type of training isn't quite enough. You need to set up some type of recognition for completing courses. This provides motivation to go even farther.

With development training investment, you'll see improved retention because it shows employees that you're taking an interest in their future, cost savings (caused by retention), higher quality output and even strengthened customer service. Learning causes positive habits which benefits both the individual and the organization.

Now don't you think it's time for you to recognize this win-win program? You won't be sorry.

BusyWork

Busywork, as opposed to busy AT work, is a habit that all supervisors, and all employees, should watch out for. Yes, I've fallen victim to it just as much as the next guy. And I tell you what - at the end of the day I feel like I've just wasted 8 hours of my life or someone elses.

Merriam-Webster defines busywork as: "work that usually appears productive or of intrinsic value but actually only keeps one occupied". Busywork is when you feel as if the work you're doing is useless or unproductive. It's usually done just to occupy time.

In a lot of jobs there's often a higher focus on activity rather than results. Giving people menial tasks to perform only bores people and actually causes them discomfort in their job. If you're giving people things to do just so they have "things to do", chances are they see that and probably feel less than essential. Supervisors will give employees things to do in order to keep them occupied so they themselves can concentrate on other things and not be bothered. I've seen this type of busywork backfire many times. The employee sees exactly what the supervisor is doing so he/she gets the work done as quickly as possible so the supervisor has to keep coming up with more "things to do". Talk about a time waster.

If you're in a position where employees are often needing additional tasks, do them - and yourself - a big favor. Make up a list ahead of time and constantly keep it updated. Put some some thought into it and come up with some "busywork" that actually adds value to the day/business/organization. Not only will the employee feel better about their job and their worth, but you'll feel that much more successful yourself.

MBWA Revisited

Since I first got into TQM while stationed at Naval Hospital Orlando back in the early 90's, I've been a great proponent of Tom Peters' Management by Walking Around (MBWA). The whole idea revolves around getting out of your office, cube farm, etc and walking amongst your staff. There is no better way to get a real picture of what's actually going on in the "trenches". By getting a first hand look at the atmosphere you can actually head off potential problems before they happen, or get the opportunity to reward someone as they do something good.

Most employees won't go to their managers with problems - they just go to other employees. This is in no way a productive, motivating way of business. In MBWA the supervisor is "around" so employees don't have to go out of their way to find them. Talk to employees and find out their feelings and ideas. Let them know that their input is encouraged and appreciated. This is not a spying mission.

A lot of supervisors just don't like to get out among the troops, but the benefits of just walking around strongly outweigh the "inconvenience" of it. The thing that you, as the supervisor, must expect is - da-da-da - honest feedback. But if you make MBWA a routine part of your day - every day - you'll find that suspicions will go away and productive honesty will increase.

Check out Tom Peters. He's been around awhile but his ideas are still highly relevant http://www.tompeters.com/. Mr. Peters' books In Search of Excellence and The Pursuit of WOW! are still on my best-read list.

Restaurant Service

I had such a great customer service experience this weekend I just have to share it. My wife and I went to Buffalo Beach http://www.buffalobeachbros.com/ in Virginia Beach this weekend. This is a "family-friendly spin on the sports bar and grill". We'd been there once before and really enjoyed the atmosphere AND the food. Judy ordered the Caesar Salad with chicken. When it was brought to the table some of the chicken was pretty burnt. They were very busy, so we understand "stuff" happens. About a minute later our beverages were brought over and we asked for the dish to be taken back - we didn't realize it was the bartender, not a waitress. Without hesitating or looking for the waitress, she apologized and took the dish to the kitchen. In the next 5-10 minutes, both the bartender and our waitress stopped by at least once to ask if they could do anything else - all with a smile - every time. They seemed so dedicated to making sure that we were happy with our dining experience.

I was so impressed with these two that I asked to talk to a manager. The person who came to the table actually happened to be one of the the owners, Steve. I told him how we appreciated their staff's concern and smiles and that it was because of their service (and the atmosphere and the FANTASTIC food) that we'll continue to come back.

It's opportunities like this that staff have to kick it into a different gear. If handled wrong, this could have easily turned into a "we won't be back" situation. I like to tell people about good restaurants we've been to and the better the service, the higher the praise. Four thumbs up to Buffalo Beach!

To Smile or Not to Smile

Donald Trump wrote in his blog this week that "a German scientist has proven that people forced to smile and take on-the-job insults suffer long-lasting stress that may harm their health". C'mon now. Is this really something that today's business leaders need a study to prove?

Any descent leader - at any level - should know that if someone is 'mentally abused' and forced to keep their feelings inside by masking them, they're going to be miserable. In order to be a successful leader, you must always be open to the feelings of your employees and counterparts. This is basic damage control. You wouldn't abuse your vehicle and expect it to consistently give you its best would you? Then why would you do that with a human-being - and a colleague at that.

Employees shouldn't need to be babied. They shouldn't need to have their hands held. And you surely shouldn't hold back from expressing your displeasure with someone. What you should do is watch the temper. Insulting and yelling does not cause motivation. It's just the opposite. Sure the person may then turn around and give you a better product. But how long do you think that's going to last? How long do you think they're going to last. I've known people, and I'm sure you have to, that have left great jobs at wonderful companies ONLY because of their leader. You'll find that most people quit their boss, not their job.

So take a deep breath and rethink your response the next time you want to tear into someone. You might just be saving their job - or their life.

Attention To Detail

I recently had a conversation with someone about how attention to detail affects customers. Staff's attention to detail may not be noticed by customers. But you know - that may be the best outcome. That's where I remembered a couple of great attention to detail examples.

Take Walt Disney World (WDW) for example. Most people have been there or Disneyland at least at some point in their lives - or have seen pictures. Think about when you first come into Main Street and walk down the sidewalks. Have you ever noticed the hitching posts? Most everyone I've ever asked say they haven't noticed them. Is that good or bad? In a way, it's good. What would cause you to notice? Knicks, scuffs, chips in paint. The good people at Disney realize just that. That's why the hitching posts are painted EVERY night. They'd rather have you NOT notice them then to notice that they're all scuffed up. That's attention to detail.

Being a Disney fan I have another good example. One of their most extraordinary exhibits is the Hall of Presidents. Anyone who's the LEAST BIT interested in the history of our great country would enjoy it. Anyway, that's where they have life size replica's of all of the U.S. Presidents on a stage where a number of them talk to you. Pretty cool - and perfectly lifelike.

We all know (most of us) that Franklin D. Roosevelt had polio. That meant that he wore braces on his legs. What I bet you don't know is that if you were to lift the pant legs on FDR in the Hall of Presidents that you would find - a complete set of braces on his legs. You can't see them otherwise. It's all about accuracy.

Attention to detail makes the difference.

Employee Orientation

Formal orientation programs should be something that is constantly looked at. Orientation can either make or break a new employee. I've actually known of people who have quit their new job because of orientation. Orientation quite often shows a direct correlation to your organizations overall training system. If orientation is unbearable . . . chances are so are the rest of your training programs.

Organizations normally want to get their new employees up to full productivity as soon as possible. That means cramming all of the new employee material into a reduced amount of time. Bad news. If employees are immediately overwhelmed with information that they probably won't remember anyway, there's no way they'll be able to contribute effectively to the team or be able to give quality customer service. If they're taught right off the bat to get through as fast as possible, then that's the way they'll approach the job from there on in.

If you have a number of things that need to be taught, keep to the basics. Cut out the "nice to know stuff". Give more time and repetition to critical information. The human brain can only hold on to so much new information. Overload it and it shuts down.

Facilitators also hold a very important role for orientation. These are some of the first people that the new employee will meet. Make sure they're enthusiastic, personable, and can project a positive perception about the organization. Without these characteristics bad attitudes could begin right here.

Remember - orientation is another type of welcome to your new employee. Make it count just as you would with a customer.

The Home Depot - Building Family

A fellow employee (we'll call her Reaper - from the TV show) recently took on a part-time job at The Home Depot (THD). After a few days of hearing her talk to different people about her early experiences I thought, 'hey, this sounds like a place that cares'. So, I had to check it out. From what I found, I wish more companies would take a cue from THDs Values http://corporate.homedepot.com/wps/portal/Values.

The number one Value on a list of eight is Taking care of our people. The thing that really intrigued me is that this goes right along with the things that she's been describing. THD doesn't just talk it - they walk it. The description begins by saying, "The key to our success is treating people well." I'll say a million times over - if you treat your employees well, they WILL provide better customer service. Excellent customer service is number five on THDs list of Values. It can be that low because of the focus on their own people. Excellent customer service will come naturally.

The second part of Taking care of our people says, "We do this by encouraging associates to speak up and take risks, by recognizing and rewarding good performance and by leading and developing people so they may grow." I'm getting excited here. Encourage employees to be a part of the company, not just a warm (for most people) body to put on the sales floor. Allow them to develop. Reaper told me about the incentives they get for learning about the different areas of the store. The more areas they learn about, the more they get. In this case it's monetary, but incentives come in an abundant amount of possibilities. Check out Incentives Magazine http://www.managesmarter.com/msg/publications/incentive.jsp.

Another Value that caught my eye - actually made me go oooooo - is number seven, Entrepreneurial spirit. "The Home Depot associates are encouraged to initiate creative and innovative ways of serving our customers and improving the business and to spread best practices throughout the company." This is the epitome of employee empowerment. THD has specific overall guidelines, I'm sure. But to be able to do your job without the constant fear of being told 'you're wrong, it should have been done this way', employees can be more open and service oriented with customers.

The whole theme here is to make employees part of the company. With that comes happiness, dedication and sincere customer service.

Easy Diversion

A little fun heartfelt recognition for employee's can be so easy and cheap. It can even spark creativity. How many companies have little or no immediate recognition program? Quite a few I'm willing to bet. It doesn't have to be anything extravagant or expensive. You don't need trophies, or gift cards, or big productions. It can be as simple and cheap as a white board and a couple of markers. One of the best types of recognition comes from peers. Put up a white board in an area that's highly traveled (hallway, break room, time clock, etc) and let them have at it. When a co-worker has done something extra or over-the-top on any particular day, peers can jot it down for everyone to see. As a supervisor, you'll see things here that you would never have heard about otherwise.

The white board form of recognition not only recognizes the individual or team, but also serves to motivate others to better themselves and their work so that maybe they'll get the chance to see their name(s) on the board. A caution though - keep an eye on the board to be sure that it doesn't become a bitch n moan board instead.

One thing I will say over and over again when it comes to any type of employee "program", - if you start it, keep it going. It's not enough just to begin it. It WILL die an agonizing death.

Opus Dei Management

I recently read an article by Jeffrey Pfeffer called The Benefits of Company as Family. It caught my eye because of the reference to Opus Dei which was a big part of The Da Vinci Code - good movie. Pfeffer talks about the three weeks he spent at IESE, a Spanish business school founded by Opus Dei in 1958. There they have a bigger emphasis on ethics and values than other business schools.

Where alot of schools AND businesses overlook the personal relationships of their staff, IESE emphasizes the long-term. They have more personal commitment to their students/faculty with a caring culture. The alumni association boasts enrollment of forty percent of the schools alumni - Wow. The dean of the school arranged all doctors appointments and transportation for Pfeffer's wife when she took ill while visiting. Take care and get to know your students/staff now and they'll be there for years to come.

In Pfeffer's same article he talks about U.K.-based Innovation Group. They have lowered their employee turnover from 30% to 4%. Huh? No typo here. When new staff come on board, their spouses receive flowers as a welcome to the company. Family members are invited to every social function they hold - no sneaking around the copy room. And because there is so much travel involved, the company offers concierge services and gifts to recognize their sacrifices. FOUR PERCENT turnover. The industry STANDARD is 30%.

Take those extra steps - they count. You don't need to spend an exorbitant amount of money or go way out of your way to make an organization more liked. Just be more "human", less "corporate".

It Begins

Welcome to the first blog in which I hope to share some personal ideas, and reviews of things I've read, heard and experienced. My focus will be on supervisory and managerial techniques as they relate to the motivation of staff. Working mainly in training & development for the past 20 years, you'll see quite a bit of that also. It really all goes hand-in-hand.

This is a place for all to share experiences and ideas - for me to learn as much as for you. I'll be posting at least a couple times a week.

Things have been changing over the last few years - definitely for the better - in the way that companies are treating employees. They're looking past the traditional benefits and providing more "perks". I'm sure you've all heard of Google and the way they've re-drawn the office setting. But yet there are the ever present "cube farms". Not too conducive to quality work. Don't even get me started there (although I'm sure I will).