Walt Disney once said, "People often ask me if I know the secret of success and if I could tell others how to make their dreams come true. My answer is, you do it by working."
"Working." Wow, what a concept.
Most people have heard of the old Bible saying, “You reap what you sow?” at some point in their life. Larry Winget, 'the pitbull of personal development', explains the problem best saying, "Most people aren’t reaping much these days because they haven’t done any sowing".
I Googled "books on the secret of success". It came up with 47,500,00 entries! That doesn't seem to me like there's much of a secret.
Here's the real "secret" of success . . . work harder, faster, smarter, and better. That will be $29.95 please.
Thursday, April 19, 2012
Thursday, April 12, 2012
Don't Fight It
Don't fight CHANGE. It happens. It must happen in order to grow.
You can try to ignore change, but it doesn't stop it. You can try to stop change, but you're just fooling yourself. You can try to insulate yourself from the effects of change, but that's just speeding up career death. You can't fight change and expect to be successful.
Watch out for these 7 warning signs of change resistance. You're:
You can try to ignore change, but it doesn't stop it. You can try to stop change, but you're just fooling yourself. You can try to insulate yourself from the effects of change, but that's just speeding up career death. You can't fight change and expect to be successful.
Watch out for these 7 warning signs of change resistance. You're:
- still using the old rules to play the new game.
- ducking new assignments.
- trying to slow things down.
- working hard to control the uncontrollable.
- playing the role of victim.
- hoping someone else can make things better for you.
- absolutely paralyzed, like a deer in the headlights.
Wednesday, April 4, 2012
The Buck Starts Here
I'm presenting a corporate program on change tomorrow and in my research and development I found a very interesting "chain of excellence". It comes from, my fave, Disney.
Disney's Chain of Excellence goes like this:
Leadership Excellence -- Cast Excellence -- Guest Satisfaction -- Loyalty & Financial Results.
Every level is dependent on another. You can't have Cast Excellence unless you have Leadership Excellence. You can't have Guest Satisfaction unless you have Cast Excellence. You can't have Loyalty & Financial Results unless you have Guest Satisfaction.
The thing that really stands out after looking at this model is that you can't have any of the three levels unless you have the first - Leadership Excellence. This isn't where the buck stops, it's where it starts!
Leadership development and succession planning should be a top priority for all organizations.
Disney's Chain of Excellence goes like this:
Leadership Excellence -- Cast Excellence -- Guest Satisfaction -- Loyalty & Financial Results.
Every level is dependent on another. You can't have Cast Excellence unless you have Leadership Excellence. You can't have Guest Satisfaction unless you have Cast Excellence. You can't have Loyalty & Financial Results unless you have Guest Satisfaction.
The thing that really stands out after looking at this model is that you can't have any of the three levels unless you have the first - Leadership Excellence. This isn't where the buck stops, it's where it starts!
Leadership development and succession planning should be a top priority for all organizations.
Thursday, March 22, 2012
Want More Than Good Enough
Good enough isn't good enough. Sound strange? . . . Must be early in the morning. Seriously though, think about it. If you're just performing "good enough", you're not excelling. You're just doing what you need to do to get by.
I won't let myself settle for "good enough". I want to do more - better - than expected. I want to stand out. I don't want to have to "blow my own horn". What I do should be noticeable. And that's the type of people I want to work with or the type of businesses I want to deal with.
I recently got a new pair of glasses from a large club store (starts with S and ends with s). I had to have lenses remade multiple times because my left eye is sensitive to having as exact a prescription as possible. But each time the left lens was off BUT was "within the acceptable parameters" . . . at the BOTTOM of the acceptable parameters. This was "good enough" for the lab making the lenses and the attitude that was taken by the store employee's. It was also an acceptable practice to them.
I finally returned the glasses for a refund and went elsewhere . . . along with letting friends know what I went through. Can you say, "lost customers"?
When you begin feeling too comfortable in what you're doing - personally or organizationally - it should sound an alarm telling you that you'd better take a look.
I won't let myself settle for "good enough". I want to do more - better - than expected. I want to stand out. I don't want to have to "blow my own horn". What I do should be noticeable. And that's the type of people I want to work with or the type of businesses I want to deal with.
I recently got a new pair of glasses from a large club store (starts with S and ends with s). I had to have lenses remade multiple times because my left eye is sensitive to having as exact a prescription as possible. But each time the left lens was off BUT was "within the acceptable parameters" . . . at the BOTTOM of the acceptable parameters. This was "good enough" for the lab making the lenses and the attitude that was taken by the store employee's. It was also an acceptable practice to them.
I finally returned the glasses for a refund and went elsewhere . . . along with letting friends know what I went through. Can you say, "lost customers"?
When you begin feeling too comfortable in what you're doing - personally or organizationally - it should sound an alarm telling you that you'd better take a look.
Tuesday, March 6, 2012
I Don't Have Any Competition
You’d better think twice about that title statement. Any person or organization that your customers do business with is a competitor. Notice that word I bolded . . . ANY.
Before a customer calls your business, could they have just talked to a Disney reservations representative about their upcoming Walt Disney World vacation? Could they have talked to FedEx about an emergency pickup? Maybe they ordered some clothing from Zappos.
All of the above mentioned companies are tops in the field of customer service - and for good reason. Just the mere fact that your customer talked to them first can make your “great” service experience feel more typical or even down right inferior. People will unconsciously compare every business they deal with.
Don’t you want to be one of the Disney's, FedEx's, or Zappos’?
Before a customer calls your business, could they have just talked to a Disney reservations representative about their upcoming Walt Disney World vacation? Could they have talked to FedEx about an emergency pickup? Maybe they ordered some clothing from Zappos.
All of the above mentioned companies are tops in the field of customer service - and for good reason. Just the mere fact that your customer talked to them first can make your “great” service experience feel more typical or even down right inferior. People will unconsciously compare every business they deal with.
Don’t you want to be one of the Disney's, FedEx's, or Zappos’?
Monday, February 13, 2012
Leaders Look for Results Instead of Salutes
"Look for results, not salutes.” This is a great quote that comes from a chapter in Captain D. Michael Abrashoff’s book, It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. In it he describes how he broke down the time honored traditions of officer/enlisted separations. Not completely, of course, but enough to make a harmonious difference.
It takes just simple things sometimes to make a difference, and to show that you, as a manager/supervisor, are part of the team and not just the overseer. For instance, Captain Abrashoff talks about taking his place at the end of the food line at steel beach picnics (cookouts on the flight deck). This just normally is not done – officers go to the front. It wasn’t long, of course, before other officers took his cue and were doing the same thing. Going to the end of the line was one of many ways of showing his crew that he genuinely cared for them and he was working WITH them.
You can easily use these same types of techniques in civilian business. Just like the military, we also have ranks and privileges – executive parking spaces, cafeterias, even restroom’s. But take a look at the difference in where you spend most of your time. In your office – which is segregated far from the lower ranks?
I often talk about Tom Peters' concept of MBWA (management by wandering around). Step out of your hideout and become part of the team. Make it habit to eat in the break room once a week. Give staff the opportunity to talk with you freely, whether they’re happy about something or concerned. This is where new ideas and improvement comes from.
From 12/19/08
It takes just simple things sometimes to make a difference, and to show that you, as a manager/supervisor, are part of the team and not just the overseer. For instance, Captain Abrashoff talks about taking his place at the end of the food line at steel beach picnics (cookouts on the flight deck). This just normally is not done – officers go to the front. It wasn’t long, of course, before other officers took his cue and were doing the same thing. Going to the end of the line was one of many ways of showing his crew that he genuinely cared for them and he was working WITH them.
You can easily use these same types of techniques in civilian business. Just like the military, we also have ranks and privileges – executive parking spaces, cafeterias, even restroom’s. But take a look at the difference in where you spend most of your time. In your office – which is segregated far from the lower ranks?
I often talk about Tom Peters' concept of MBWA (management by wandering around). Step out of your hideout and become part of the team. Make it habit to eat in the break room once a week. Give staff the opportunity to talk with you freely, whether they’re happy about something or concerned. This is where new ideas and improvement comes from.
From 12/19/08
Tuesday, January 24, 2012
Hellllooooo?!
I have but one question . . . "How hard is to say hello?"
"Hellllooooo" is what I'd like to just say sometimes as I walk by some people - managers - in the morning.
When you become a manager, director, or what have you, it's not a license to become arrogant. I greet everyone I know - and then some - the first time I encounter them each day - and even throughout the day.
Your greeting, or lack of, tells a lot about you. It shows staff how approachable, or not, you are. It shows staff how interested, or not, you are in them. It shows staff how appreciative, or not, you are of them.
You may not be in the best mood and not really want to converse with people, but if someone extends a greeting to you, you ARE expected to return the greeting. Even just a simple "hello" or "hi" will do. And don't forget eye contact.
Just as we tell staff who work with customers to leave their problems at the door before punching in, you as a leader, need to do the same thing when dealing with staff and co-workers. Remember: all eyes are on you.
"Hellllooooo" is what I'd like to just say sometimes as I walk by some people - managers - in the morning.
When you become a manager, director, or what have you, it's not a license to become arrogant. I greet everyone I know - and then some - the first time I encounter them each day - and even throughout the day.
Your greeting, or lack of, tells a lot about you. It shows staff how approachable, or not, you are. It shows staff how interested, or not, you are in them. It shows staff how appreciative, or not, you are of them.
You may not be in the best mood and not really want to converse with people, but if someone extends a greeting to you, you ARE expected to return the greeting. Even just a simple "hello" or "hi" will do. And don't forget eye contact.
Just as we tell staff who work with customers to leave their problems at the door before punching in, you as a leader, need to do the same thing when dealing with staff and co-workers. Remember: all eyes are on you.
Wednesday, January 4, 2012
Feed Your Employee's
By FEED, I don’t mean buy them lunch everyday (although once in awhile would be great). I mean feed them knowledge and experience.
With all the talk about Millennial’s, Gen-Xer’s, Y’s and Z’s, we’re seeing more and more employee’s that don’t want to take over the reins of the company. They just aren’t quite as ambitious these days as say the Baby Boomer’s have been.
Employees don’t have their sights on the corner office as much as they used to. They’re perfectly happy trying to balance work and life – with an emphasis on life. There’s too much challenge and demand on CEO’s and VP’s these days so the ambition to get that high is lacking.
Now that’s not to say that today’s workforce is lazy - to the contrary. They work very hard. Actually, a recent study found that the notion of Gen-Xer’s being lazy was way off and that it’s really just the opposite.
Now is the time to start grooming – learning and training - or you may just find your succession plan slipping away.
With all the talk about Millennial’s, Gen-Xer’s, Y’s and Z’s, we’re seeing more and more employee’s that don’t want to take over the reins of the company. They just aren’t quite as ambitious these days as say the Baby Boomer’s have been.
Employees don’t have their sights on the corner office as much as they used to. They’re perfectly happy trying to balance work and life – with an emphasis on life. There’s too much challenge and demand on CEO’s and VP’s these days so the ambition to get that high is lacking.
Now that’s not to say that today’s workforce is lazy - to the contrary. They work very hard. Actually, a recent study found that the notion of Gen-Xer’s being lazy was way off and that it’s really just the opposite.
Now is the time to start grooming – learning and training - or you may just find your succession plan slipping away.
Monday, December 12, 2011
Pick the Fit
I've read a number of articles lately about how bad unemployment is BUT how employers can't find the right match to hire. Really?
Companies need to take a look at their current hiring practices, which are quite often OLD hiring practices, and see what can be revamped. Especially in the areas of required experience.
Take a look at some of the most successful companies like Zappo's and Disney. A big focus of theirs is on personality and "fit". Zappo's has two sets of interviews. In Delivering Happiness, Tony Hsieh says, "The hiring manager and his/her team will do the standard set of interviews looking for relevant experience, technical ability, fit within the team, etc. But then the HR department does a second set of interviews, looking purely for culture fit."
You can sometimes (often) forgo some of the "experience" in order to get a better fit. If you get the culture right, most of the other stuff will often happen naturally on its own.
Companies need to take a look at their current hiring practices, which are quite often OLD hiring practices, and see what can be revamped. Especially in the areas of required experience.
Take a look at some of the most successful companies like Zappo's and Disney. A big focus of theirs is on personality and "fit". Zappo's has two sets of interviews. In Delivering Happiness, Tony Hsieh says, "The hiring manager and his/her team will do the standard set of interviews looking for relevant experience, technical ability, fit within the team, etc. But then the HR department does a second set of interviews, looking purely for culture fit."
You can sometimes (often) forgo some of the "experience" in order to get a better fit. If you get the culture right, most of the other stuff will often happen naturally on its own.
Monday, November 21, 2011
Are You Listening?
Listening to your employees is at the top of the list in Boss 101. Your organization depends on you doing this. It’s just as important as listening to your customers.
Your customers are the final authority of your success. But try this out - start there and listen back - to your employees.
It's not necessarily your products or services that create your customers. It's your employees. Take a few minutes and ask yourself a couple of basic questions.
•Are your customers evangelists or vigilantes?
•Do they refer their friends or warn them off?
•Are they repeat buyers or one-hit wonders?
Your employees create, reinforce, and support those definitions OF your customers, FOR your customers.
And remember - your employees are also listening to YOU. They’re listening to you for answers to three questions:
•What’s in it for me?
•Why should I believe?
•Why should I care?
Those answers are delivered by you in everything you say and do in communicating your Purpose, Mission, and Vision.
LISTEN, LISTEN, LISTEN!
Your customers are the final authority of your success. But try this out - start there and listen back - to your employees.
It's not necessarily your products or services that create your customers. It's your employees. Take a few minutes and ask yourself a couple of basic questions.
•Are your customers evangelists or vigilantes?
•Do they refer their friends or warn them off?
•Are they repeat buyers or one-hit wonders?
Your employees create, reinforce, and support those definitions OF your customers, FOR your customers.
And remember - your employees are also listening to YOU. They’re listening to you for answers to three questions:
•What’s in it for me?
•Why should I believe?
•Why should I care?
Those answers are delivered by you in everything you say and do in communicating your Purpose, Mission, and Vision.
LISTEN, LISTEN, LISTEN!
Thursday, October 27, 2011
Full Circle . . . and Beyond!
On November 1, John Lasseter will become the 2,453rd star on Hollywood’s Walk of Fame. Here’s a leader that’s come full circle . . . and beyond!
Lasseter started his career as a Jungle Cruise Skipper at Disneyland in California. It was shortly after that when he became an animator at Walt Disney Feature Animation. He realized that computers could be used to make films with three dimensional backgrounds where traditionally animated characters could interact to add a new, visually stunning depth. So he began the push . . . but pushed a little too hard and was terminated.
Lasseter was then hired on at Lucasfilm Computer Graphics Group. Here he worked on their first computer animated short: The Adventures of André and Wally B. His original thought had been to create only the backgrounds on computers, but by the time it was all finished everything was computer animated, including the characters.
Most of what Lasseter had been working on had been considered “experiments” by George Lucas and his interest soon began to fade. Lucasfilm Computer Graphics Group was acquired by Steve Jobs in 1986, which then became Pixar. Lasseter oversaw all of Pixar's films and associated projects as executive producer. He personally directed Toy Story, A Bug's Life, Toy Story 2, Cars, and Cars 2 – some of the biggest animated feature films of all time.
When Disney purchased Pixar in April 2006, Lasseter was named Chief Creative Officer of both Pixar and Walt Disney Animation Studios. He was also given the responsibility as Principal Creative Advisor at Walt Disney Imagineering. He bypasses Disney's studio and theme park executives and reports directly to Disney President and CEO Bob Iger.
Congratulations John Lasseter!!!
Do you have an idea . . . a dream . . . a plan? See it through and make it happen. You never know - it may take you . . . to infinity and beyond!
For the whole Pixar story check out, “The Pixar Touch” by David A. Price.
Lasseter started his career as a Jungle Cruise Skipper at Disneyland in California. It was shortly after that when he became an animator at Walt Disney Feature Animation. He realized that computers could be used to make films with three dimensional backgrounds where traditionally animated characters could interact to add a new, visually stunning depth. So he began the push . . . but pushed a little too hard and was terminated.
Lasseter was then hired on at Lucasfilm Computer Graphics Group. Here he worked on their first computer animated short: The Adventures of André and Wally B. His original thought had been to create only the backgrounds on computers, but by the time it was all finished everything was computer animated, including the characters.
Most of what Lasseter had been working on had been considered “experiments” by George Lucas and his interest soon began to fade. Lucasfilm Computer Graphics Group was acquired by Steve Jobs in 1986, which then became Pixar. Lasseter oversaw all of Pixar's films and associated projects as executive producer. He personally directed Toy Story, A Bug's Life, Toy Story 2, Cars, and Cars 2 – some of the biggest animated feature films of all time.
When Disney purchased Pixar in April 2006, Lasseter was named Chief Creative Officer of both Pixar and Walt Disney Animation Studios. He was also given the responsibility as Principal Creative Advisor at Walt Disney Imagineering. He bypasses Disney's studio and theme park executives and reports directly to Disney President and CEO Bob Iger.
Congratulations John Lasseter!!!
Do you have an idea . . . a dream . . . a plan? See it through and make it happen. You never know - it may take you . . . to infinity and beyond!
For the whole Pixar story check out, “The Pixar Touch” by David A. Price.
Tuesday, October 18, 2011
Remarkable In Tampa
The leading new supervisor training, based on the book, From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership, is coming to Tampa, FL on November 9-10. Having worked with the writers, Kevin Eikenberry and Guy Harris, I recommend this workshop for anyone who is looking to increase their leadership skills. Find out more right here - B2B Workshop Tampa.
Top 10 Reasons to Go to the Bud to Boss Workshop:
#10 You are a new supervisor and you want to learn more so you can be successful in your new role.
#9 You train new supervisors in your organization and you'd like new resources and tips to share.
#8 You'd like to be more effective in leading others.
#7 You loved the book From Bud to Boss and you'd like a chance to interact on the topics in the book with an expert trainer.
#6 You haven't read the book yet but you want a chance to interact and learn from an expert trainer.
#5 You're struggling with a particular leadership issue and you'd like to get insights from others.
#4 You happen to have Nov 9-10 wide open on your calendar, and you have plenty of money left in your training budget.
#3 You're in the mood for a road trip.
#2 You've always wanted to visit Busch Gardens in Tampa.
#1 You want to attend a premier training event for new supervisors because you know you will gain knowledge and skills to raise your leadership expertise to a new level.
You'll have a remarkable time. I hope to see you there!
Top 10 Reasons to Go to the Bud to Boss Workshop:
#10 You are a new supervisor and you want to learn more so you can be successful in your new role.
#9 You train new supervisors in your organization and you'd like new resources and tips to share.
#8 You'd like to be more effective in leading others.
#7 You loved the book From Bud to Boss and you'd like a chance to interact on the topics in the book with an expert trainer.
#6 You haven't read the book yet but you want a chance to interact and learn from an expert trainer.
#5 You're struggling with a particular leadership issue and you'd like to get insights from others.
#4 You happen to have Nov 9-10 wide open on your calendar, and you have plenty of money left in your training budget.
#3 You're in the mood for a road trip.
#2 You've always wanted to visit Busch Gardens in Tampa.
#1 You want to attend a premier training event for new supervisors because you know you will gain knowledge and skills to raise your leadership expertise to a new level.
You'll have a remarkable time. I hope to see you there!
Thursday, October 13, 2011
Do You See What I See?
No, I'm not talking Christmas songs . . . yet.
Robert Frost once said, “Some men see things as they are and say why? I dream of things that never were and say why not?” Doesn’t that sound like a leader?
One of your biggest responsibilities as a leader is to see things that others can’t see. Use your visionary capabilities to grow your mission. Think big! Use your imagination. Sometimes you just have to give yourself permission. Why do children come up with such imaginative ideas? They allow themselves to be imaginative – they don’t know any better. But you know that it’s extremely important to do so.
Allow your mind to look at ALL possibilities. One may not be the answer. But grab assorted details from various ideas and you’ve got a viable solution.
Walt Disney said, "I only hope that we don't lose sight of one thing - that it was all started by a mouse”. A mouse! Look at Disney today. Although Walt is gone, the empire still grows.
Have faith that you can accomplish the mission that you’ve chosen, and impart that faith on to your staff – and grow.
Robert Frost once said, “Some men see things as they are and say why? I dream of things that never were and say why not?” Doesn’t that sound like a leader?
One of your biggest responsibilities as a leader is to see things that others can’t see. Use your visionary capabilities to grow your mission. Think big! Use your imagination. Sometimes you just have to give yourself permission. Why do children come up with such imaginative ideas? They allow themselves to be imaginative – they don’t know any better. But you know that it’s extremely important to do so.
Allow your mind to look at ALL possibilities. One may not be the answer. But grab assorted details from various ideas and you’ve got a viable solution.
Walt Disney said, "I only hope that we don't lose sight of one thing - that it was all started by a mouse”. A mouse! Look at Disney today. Although Walt is gone, the empire still grows.
Have faith that you can accomplish the mission that you’ve chosen, and impart that faith on to your staff – and grow.
Tuesday, September 20, 2011
What Does It Take?
What does it take to recognize employee's? Not much.
Michael LeBoeuf, author of The Greatest Management Principle in the World said, "Everybody works smarter when there's something in it for them." For you managers that have been around for "awhile" that may be a lot of hoo-hah. For you leaders that work in "the now" it makes a lot of sense.
Reward programs are extremely important today, and contrary to common thought, it does NOT have to be expensive. What's expensive is not having a reward program.
Here are a few examples:
pay for a trade magazine subscription
off-site training seminar
lunch with the CEO
day off with pay
certificate
traveling trophy
pay for a professional membership
"thank you" and a handshake (wow, what a concept)
tickets to a game
restaurant gift card
make your own taco party
visit to headquarters
free car washes
spa day
bowling party
off work 1 hour early
Entertainment book
lottery tickets (hope there's not a $20million in it)
All of these things are either inexpensive or basically free to you. Add a little fun to your recognition program and watch employee's get more involved and stick around longer.
Michael LeBoeuf, author of The Greatest Management Principle in the World said, "Everybody works smarter when there's something in it for them." For you managers that have been around for "awhile" that may be a lot of hoo-hah. For you leaders that work in "the now" it makes a lot of sense.
Reward programs are extremely important today, and contrary to common thought, it does NOT have to be expensive. What's expensive is not having a reward program.
Here are a few examples:
pay for a trade magazine subscription
off-site training seminar
lunch with the CEO
day off with pay
certificate
traveling trophy
pay for a professional membership
"thank you" and a handshake (wow, what a concept)
tickets to a game
restaurant gift card
make your own taco party
visit to headquarters
free car washes
spa day
bowling party
off work 1 hour early
Entertainment book
lottery tickets (hope there's not a $20million in it)
All of these things are either inexpensive or basically free to you. Add a little fun to your recognition program and watch employee's get more involved and stick around longer.
Wednesday, September 14, 2011
Where The Heck Did The Time Go?
Where the heck did the time go? Wow. How many of us have asked ourselves that one . . . many times?The average day can be divided into six segments (with average hours):
Sleep - 8
Work - 8
Eat - 3
Personal Hygiene - 1
Commute - 2, and
Various - 2
Most people think they know how much time they spend on what they do. But unless you’re keeping track of it, mmmmm no, you really don’t. It’s like a diet. Until you start writing down EVERYTHING you eat, you don’t really have a clear picture of what you’re putting in your body – believe me, I’ve done it.
According to Merrill & Donna Douglass in their book Manage Your Time Your Work Yourself, “we have about two hours each day to do the various personal things that make life worth living. That’s not much. But it gets worse. By their own account, most people waste at least two hours every day”! Any free evening is a luxury.
The only way to get out of this rut is to sit down and figure out just what you’re spending time on and learn to manage your time better. This is called – work life balance.
The Douglass’s suggest drawing three circles divided like a pie. In one, distribute your time the way you THINK is true. In the second, indicate how you ACTUALLY distribute your time. In the last, draw an IDEAL pie. “The difference between where you are now and where you would like to be is the source for possible goals.”
Just like anything you do to be successful, you need to plan and set goals.
Wednesday, August 24, 2011
Design Your Culture
"But I thought a culture just happens?" Well Skippy, a lot of them do. But a lot of them are baaaad.
The title of this post comes from one of the strategies that Lee Cockerell discusses in his book, Creating Magic, on how to create a culture of INCLUSION. The first line in that section defines a corporate culture (via Disney Institute) as "the system of values and beliefs an organization holds that drives actions and behaviors and influences relationships."
I've actually heard stories of organizations saying they don't need to work on their culture because it will just happen, that that will be their TRUE culture. Alert - Alert - Alert Will Robinson. You're looking at the makings of one of those baaaad culture's.
Leaders of your organization need to work on directing the culture - focusing on your values, beliefs, and relationships - so that it doesn't turn or work against you. One of the best ways to direct your culture is to use INCLUSION. I don't think there's any faster way to derail a culture than to exclude employee's. The less they know - the less they are asked - the less they are "partners" - the worse your culture will be.
Just think about it a second. With a lack of inclusion, comes more opportunity for "grapevine" and "water-cooler" talk. Your culture quickly becomes one that works AGAINST your organization.
Now I could ramble on about many aspects of growing and directing your organizational culture (and maybe some day I will) but if you create a sense of INCLUSION, you're going to be well on your way.
What kind of changes can you make, today, in the creation of a culture of INCLUSION?
The title of this post comes from one of the strategies that Lee Cockerell discusses in his book, Creating Magic, on how to create a culture of INCLUSION. The first line in that section defines a corporate culture (via Disney Institute) as "the system of values and beliefs an organization holds that drives actions and behaviors and influences relationships."
I've actually heard stories of organizations saying they don't need to work on their culture because it will just happen, that that will be their TRUE culture. Alert - Alert - Alert Will Robinson. You're looking at the makings of one of those baaaad culture's.
Leaders of your organization need to work on directing the culture - focusing on your values, beliefs, and relationships - so that it doesn't turn or work against you. One of the best ways to direct your culture is to use INCLUSION. I don't think there's any faster way to derail a culture than to exclude employee's. The less they know - the less they are asked - the less they are "partners" - the worse your culture will be.
Just think about it a second. With a lack of inclusion, comes more opportunity for "grapevine" and "water-cooler" talk. Your culture quickly becomes one that works AGAINST your organization.
Now I could ramble on about many aspects of growing and directing your organizational culture (and maybe some day I will) but if you create a sense of INCLUSION, you're going to be well on your way.
What kind of changes can you make, today, in the creation of a culture of INCLUSION?
Friday, August 19, 2011
Give Em Your All
Just a quick spiel this week about giving people your all. I'm talking about training. Aaaaand maybe I'm up on my soapbox a bit.
Have you ever been to a training class or workshop that the trainer just doesn't "show up"? He or she is physically there, but is mentally still at home?
Have you ever been to a training class that the format is not taken seriously? That the instructors don't do everything they should . . . and you know it?
Have you ever been to a course where the instructors obviously don't agree with the information they're putting out . . . and show it?
If you're one of these instructors, listen up. You're wasting my time and the time of everyone in the class, their supervisors, and their (your) organizations. Trainers/facilitators have a responsibility to all of the aforementioned people. You're not just dealing with the people in the classroom - it's all of the others also. If you're going to waste my time by not giving me your full effort, hey, I can definitely find many other productive and more important things to be doing.
So the next time you don't quite feel up to facilitating that class or don't agree with those policies, work on the one thing you always CAN change - your attitude - and buck up. I'm going to thank you for it!
Tuesday, August 9, 2011
Guestology - Know Your Customers
I had the great privilege of attending Disney Institutes Approach to Quality Service a few months ago. What a great experience. They've really got this customer thing down.
For one thing - customers are GUEST'S. One of the keys to great service is treating people the way you'd treat guests in your own home. Treat them the way you want to be treated. Good leadership understands this type of thing.
Sit yourself in a position to form a customer oriented culture. An organizations culture is only as good as its leadership.
The book, Be Our Guest (from Disney Institute), describes Guestology as "the study of people for whom Disney provides service". For over half a century "the one constant has been a relentless focus on the needs, perceptions, and expectations of Guests". This is driven by great leadership.
In order to treat customers like Guests, you have to learn everything you can about them. Some of the things Disney knows are:
Lead your staff in a direction that exceeds expectations. Keep the bar high. Guests continually tell Disney that "a key driver determining their overall level of satisfaction is the interaction they have with Cast Members" (employee's).
Remember that leaders are role models. The better service that YOU provide and the more YOU learn will directly affect the service your staff provides.
For one thing - customers are GUEST'S. One of the keys to great service is treating people the way you'd treat guests in your own home. Treat them the way you want to be treated. Good leadership understands this type of thing.
Sit yourself in a position to form a customer oriented culture. An organizations culture is only as good as its leadership.
The book, Be Our Guest (from Disney Institute), describes Guestology as "the study of people for whom Disney provides service". For over half a century "the one constant has been a relentless focus on the needs, perceptions, and expectations of Guests". This is driven by great leadership.
In order to treat customers like Guests, you have to learn everything you can about them. Some of the things Disney knows are:
- where they come from,
- the average party size,
- their length of stay,
- frequency of visits,
- attraction utilization, and
- per capita spending patterns.
Lead your staff in a direction that exceeds expectations. Keep the bar high. Guests continually tell Disney that "a key driver determining their overall level of satisfaction is the interaction they have with Cast Members" (employee's).
Remember that leaders are role models. The better service that YOU provide and the more YOU learn will directly affect the service your staff provides.
Tuesday, July 19, 2011
It's New, It's Exciting
"What?", you ask. Why Google+ of course. Hey. Everyone else is talking about it, why can't I.
What is Google+? It's a new social network. You can either share with people you actually know, or with anyone who wants to follow you. Seems to me like a cross between Facebook and Twitter. Until it's fully up and they have the kinks out, you can join only by limited invitations - I got one.
I was lucky enough to get an invite last week and jumped right on it. At first glance it didn't seem too awful special. But as I started getting into it a little I quickly began to see some good things.
First of all, it's a chance to start over. How many people have a bazillion friends on that other big social network and only actually know a handful? How many people have friended all of your elementary and high school buddies and are now realizing, "I hadn't communicated with these people in years for a reason"?
The best thing I like, so far, about Google+ - besides the slate being clean - is the use of Circles of friends. You can add friends to Circles like, Business, Family, Acquaintances, or just Following. Instead of seeing every Tom, Dick, and Harry in your Stream of posts, you can click on a Circle and see only those people.
And another neat thing - if people add you to their Circle . . . you don't have to follow them back - it's not automatic. And visa versa. No requesting to "be friends". Plus, neither party knows what Circle they're a part of.
Check it out. Google is on to something here. Stay tuned for the expansion.
What is Google+? It's a new social network. You can either share with people you actually know, or with anyone who wants to follow you. Seems to me like a cross between Facebook and Twitter. Until it's fully up and they have the kinks out, you can join only by limited invitations - I got one.
I was lucky enough to get an invite last week and jumped right on it. At first glance it didn't seem too awful special. But as I started getting into it a little I quickly began to see some good things.
First of all, it's a chance to start over. How many people have a bazillion friends on that other big social network and only actually know a handful? How many people have friended all of your elementary and high school buddies and are now realizing, "I hadn't communicated with these people in years for a reason"?
The best thing I like, so far, about Google+ - besides the slate being clean - is the use of Circles of friends. You can add friends to Circles like, Business, Family, Acquaintances, or just Following. Instead of seeing every Tom, Dick, and Harry in your Stream of posts, you can click on a Circle and see only those people.
And another neat thing - if people add you to their Circle . . . you don't have to follow them back - it's not automatic. And visa versa. No requesting to "be friends". Plus, neither party knows what Circle they're a part of.
Check it out. Google is on to something here. Stay tuned for the expansion.
Wednesday, July 6, 2011
Cliques Gone Organized
I first learned of "tribal leadership" while reviewing the pre-launch book by Tony Hsieh, Delivering Happiness. I was curious to find out more about it when low-and-behold I received an email from the publisher of Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (Dave Logan, John King & Halee Fischer-Wright) asking me to review the updated re-release (June 7) of the book. Awesome!
At first glance tribal leadership reminds me of cliques in school. There are various groups of kids who hang around together - preps, jocks, etc. - which you have to belong to in order to "hang" with them. As the school year progresses, so do the groups . . . or not.
LinkedIn co-founder, Reid Hoffman described Tribal Leadership as "a clear road map for the new reality of managing organizations, careers, and life". The key words here are, "new reality of managing organizations". In today's world, leaders must manage all aspects of the organization including the tribes. We have to help our people go from "they" or "I" attitudes to "we" attitudes.
The authors of Tribal Leadership take us through the five stages of building relationships between leaders, tribes and culture. It's, at times, comical because of the way tribes and leaders are described is sadly so true - reality check.
The goal of tribal leadership is to "upgrade as many people, and clusters of people, as are willing and able to move forward to Stage Four, the zone of tribal pride". A tribal leader is "someone who artfully builds his corporate tribes, then gets out of the way so people can achieve greatness".
By developing the tribe you'll create loyalty, hard workers, innovation and collaboration. Helllooo. Doesn't that make your job a bit easier? Sure it does. And just as importantly, it contributes more effectively to the success of the organization . . . and doesn't exactly hurt your own chances for advancement.
Tribes - culture - is not something that you want to "just happen". There's guidance and building that needs to be done in order for them to jive with your organization in order to create overall success.
Reading this book really opened my eyes to what was happening in my own organization. Pick up a copy of Tribal Leadership and learn how to become the leader of the tribe - go from "life sucks" to "life is great" - and you'll have that success.
At first glance tribal leadership reminds me of cliques in school. There are various groups of kids who hang around together - preps, jocks, etc. - which you have to belong to in order to "hang" with them. As the school year progresses, so do the groups . . . or not.
LinkedIn co-founder, Reid Hoffman described Tribal Leadership as "a clear road map for the new reality of managing organizations, careers, and life". The key words here are, "new reality of managing organizations". In today's world, leaders must manage all aspects of the organization including the tribes. We have to help our people go from "they" or "I" attitudes to "we" attitudes.
The authors of Tribal Leadership take us through the five stages of building relationships between leaders, tribes and culture. It's, at times, comical because of the way tribes and leaders are described is sadly so true - reality check.
The goal of tribal leadership is to "upgrade as many people, and clusters of people, as are willing and able to move forward to Stage Four, the zone of tribal pride". A tribal leader is "someone who artfully builds his corporate tribes, then gets out of the way so people can achieve greatness".
By developing the tribe you'll create loyalty, hard workers, innovation and collaboration. Helllooo. Doesn't that make your job a bit easier? Sure it does. And just as importantly, it contributes more effectively to the success of the organization . . . and doesn't exactly hurt your own chances for advancement.
Tribes - culture - is not something that you want to "just happen". There's guidance and building that needs to be done in order for them to jive with your organization in order to create overall success.
Reading this book really opened my eyes to what was happening in my own organization. Pick up a copy of Tribal Leadership and learn how to become the leader of the tribe - go from "life sucks" to "life is great" - and you'll have that success.
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