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141: What makes me tick?

November 18, 2013 by Brenda Leave a Comment

What makes me tick?  One of the highlights of my week is participating in an informal leadership forum held at 6:30am every Friday morning.  In the small diverse group are the headmaster of a private junior school, the principal trauma surgeon of a 900-bed hospital, an industrialist, a graphic designer, COO of an environmental organisation, the director of the ‘mental health society’, a coach (that’s me!), the manager of a coffee bar, two pensioners, a chartered accountant etc.  So what does this ‘unlikely combination’ of individuals (from different fields) have in common?  We all have a passion for leadership excellence and value each other’s willingness to share our experiences and expertise.

blog141

This morning I shared ideas on capturing the hearts and minds of our team-members.  Twelve participants added valuable input.  So here is an outline of what we covered: 

Leading and managing may go ‘hand in hand’.  Although different business schools and authors use a range of definitions, there is usually a strong overlap.  We manage the present and we lead to the future.  If we don’t get the job done, we won’t ever reach our future state.  Yet, having a vision with no means of sustaining the present will also create a vacuum preventing us from working towards the future. 

So, how can strong leaders or managers go about creating high performing teams where the needs of the task, team and individual are all met?  I believe that just getting the job done is no longer enough.  We have to bring out the best in individuals.  And in order to do that, we need to connect at both head and heart levels.  

Let me put ‘what makes me tick?’ in context.  I was privileged to attend an address by Kevin Roberts, worldwide CEO of Saatchi and Saatchi, branding experts.  His clients include Brand China and Brand United Nations.  But there is a catch here.  He is no longer talking about ‘branding’.  He believes so strongly that we have to capture the hearts and the minds of our target customers that he now refers to ‘love marks’. 

He provided background and elaborated on the role of business and showed us how we now go ‘beyond’ what was previously stated as the purpose of business.  He outlined various approached to the role of business.  For example, Jack Welch believes that the role is to create shareholder value.   Peter Drucker refers to ‘creating a customer’.  However, Kevin Roberts sees the role of business as making the world a better place for everyone.  For some this is a huge revelation as this approach enhances the importance of social responsibility.  This again connects ‘head and heart’ and informs our actions. 

So, now that we have some of the concepts in context, let’s look at how we can tap into the hearts of the members of teams that we lead.  We need to engage them as we want more than just their ‘hands’.  We want them to connect and be committed to achieving quality results. 

With technology meeting more and more of our needs, often there is less connection between humans.  And a challenge facing current leaders and managers is ‘how do we get people to interact and build positive relationships’?  For our own management team, I developed a simple exercise which we practised on a regular basis and I have adapted it to suit the needs of various organisations, businesses and professional teams. 

Here are the steps in developing and using a ‘What makes me tick’? questionnaire:

  1. Develop a list of relevant questions for your leadership or management team.  An example follows.  Once trust has been built with these team-members, the concept could be extended to other teams in the organisation.
  2. All the members of the team fill in their answers.
  3. The completed sheets may be shared in a number of ways.  In some cases a copy is given only to the leader.  In other cases each member of the team is provided with a copy.
  4. At each weekly meeting, a different team member’s answers may be shared and discussed.  In other cases the leader may keep them all ‘on the back burner’ and only when the need arises refer to one of the points on the questionaire:  For example:  ‘Matthew, I noticed that you preferred working in a quiet environment.   How are others helping to avoid unnecessary noise?’

In that way you will help to bring out the best in the members of your team through giving them an opportunity to share information which in the course of ‘getting the job done’ may never surface.  In addition, the interaction when using the information (management meetings, one-on-one etc.) leads to positive growth. 

In summary, this method helps to treat individuals as special and unique.  We can use this questionnaire to find out what their ‘hot buttons’ are.  And then we focus on the things that motivate them.  Thus team performance can be enhanced through helping others to achieve their potential.  Press their ‘hot buttons’! 

What makes me tick? – Questionnaire - example 

Please provide only that information which you are happy to share with this team.   

  1. Full name: 
  2. Name or nickname by which you like to be addressed by team-members:  
  3. Pronunciation:  
  4. Who am I? 
  5. Some of my greatest achievements are…. 
  6. Who are the ‘significant others’ in my private life? 
  7. Some personal issues facing me right now: 
  8. Please avoid contacting me during the following ‘after hours’ times:
  9. Cell number:                                                       E-mail address:
  10. Birthday (day and month):
  11. Favourite foods:                                                 Foods I do not eat: 
  12. Favourite type of music: 
  13. I work better/worse when music is playing:
  14. The type of books/articles I enjoy reading:   
  15. Interests and hobbies:
  16. Sport – involvement:
  17. Other organisations to which I belong:
  18. You will help me to perform better at work if you encourage me by ….
  19. Please try to avoid the following behaviour/expectations when dealing with me…
  20. Things that irritate me/pet hates and aversions (not necessarily in the workplace): 
  21. I feel respected when:
  22. I show sincere appreciation by:
  23. Some reasons I really enjoy working for this hospital, school, organisation, company or firm:
  24. Some reasons I’m excited about the changes in the organisation:
  25. Some strengths which I bring to this team:
  26. What potential do I have that has not yet been tapped (at work)?
  27. Areas of my work performance I am trying to improve:                 
    • You could help me in the following way: 
  28. Working as a member of this team, you’ll bring out the best in me  if you could
    • do the following:
    • avoid the following: 
  29. Parts of my work I love:
  30. Parts of my work I don’t enjoy:
  31. Further  information which will help you to get to know me better:

For more information on the facilitation of Leadership Development, please contact Brenda on brenda@146.66.90.172 or +27 82 4993311.

Organising information

August 8, 2012 by Brenda Leave a Comment

Learning to quickly and easily organise information for written and verbal communication is a skill which benefits everyone.  Our Communication Skills courses enhance that ability and in particular the ‘How to get Your Point Across’ and ‘Presentation Skills’ modules emphasise these skills.  In addition these topics are often incorporated in Leadership Development. 

A good example came from a recent 14-session ‘Communication Skills’ course run ‘in house’ for a group of young engineers.  As an assignment, using the simple formula practised during sessions, they were asked to write a brief article on ‘The Benefits of Networking’.  I have used the example provided by Bisisiwe Ndlovu, metallurgist.

Bisisiwe Ndlovu

Networking is one of the most fundamental things that keep both people and their companies afloat and running. This has been proven to be the main fuel behind a lot of people’s success and that of their businesses.

Networking is most beneficial to businesses and companies. Most companies gain recognition and publicity through the art of networking. Some companies are even recognized internationally through good networking skills. For instance, Hulamin is a well-known producer of semi-fabricated and fabricated aluminum products both nationally and internationally. This was achieved through proper networking skills. 

Networking can also be beneficial to people. It can help them improve their businesses performance, products and staff skills. As well as that, it can help them develop knowledge and skills by providing them with opportunities to market themselves and their products. People also use networking to boost their reputation and to gather new leads. Some even raise their business profile by becoming an established and regular networking member, getting their face and business known.  

The community can also benefit through networking. Most community based organizations are formed through the collaboration of the community with fellow business personnel. In this case networking can be the fertilizer that fosters the development of good relationship between individuals and organizations. Networking can also benefit the community and organizations by assisting them to form organizational partnership, collaborating projects and sharing of services. This in turn results in the reduction in overheads and the sharing of staff.  

In conclusion networking is one of the beneficial tools that can lead people to their goals. All in all, networking leads to success.”

If you would like to know more about courses which would help you to organise information quickly and easily, please contact me brenda@146.66.90.172,  Phone: +27 33 3425432, Mobile: + 27 82 4993311.

Customer Service: Added Convenience

May 9, 2011 by Brenda Leave a Comment

What does it take to satisfy our customers?  Studies show that there is a definite evolution which may be identified under certain circumstances.  A West African example provided at a workshop in 2008 showed the following table:

Success factors in business – a West African example
1959+  Product Performance     
1970+  Product Performance  + Quality    
1980+  Product Performance  + Quality  + Value   
1990+  Product Performance  + Quality  + Value  + Image  
2000+  Product Performance  + Quality  + Value  + Image  + Relationship

  • In other words, in 1960 ‘product performance’ was an important drawcard in attracting customers. 
  • That was followed by a period where ‘quality’ became an added dimension.  So, both the ‘product performance’ and ‘quality’ were important.
  • ‘Value’ was the next attribute that was added to the mix.
  • It was only in about 1990 that ‘image’ joined the qualities necessary to attract customers.  So, a combination of ‘product performance’, ‘quality’, ‘value’ and ‘image’ were identified as factors contributing to success in business.  Here we see the importance of branding emerging.
  • In those West African countries studied, it was only at about the ‘turn of the century’ that ‘relationship’ joined the other four attributes as being important in attracting and maintaining customers.

I discussed the time-frame with the Head of a local Business School and his opinion was that whilst it may be significant and easy to track the exact periods in those countries, the dates don’t necessarily apply to other countries.   And nor is it important to try to date the evolution.

However, I frequently use the above table as a starting point for group discussion in my customer service workshops.  Our emphasis is often on ‘so what do we do to sustain relationships’? This question combines my passion for excellence in customer service and my love of helping organisations, businesses, firms and people to build and maintain strong relationships with their customers.

At a workshop earlier this month, after group discussion on the importance of the above factors, I posed the question:  ‘so what comes next’?  Or, stated differently the question would be:   ‘If we could isolate one more ‘success factor’ that is gaining importance in customer service, what would it be?’

The discussion was stimulating and lively and many examples were given.  The factor that seemed to be considered most important by that group was ‘convenience’.  And I really do believe that our customers will find ‘convenience’ more and more attractive.

In order to pay greater attention to ‘convenience’ in serving customers, let’s pose some questions for you to consider:

  • What can you do to uncover WDMCWFMN?  ‘What do my customers want from me NOW’?  In other words, there is a ‘convenience’ factor in your providing exactly what your past, present and future customers want from you at the time that they want it.  What they wanted in the past may not be what they want now.  And what they want from you may be different to what they want from other suppliers.  Spend some time thinking about your answers to this question.  The benefits could be enormous!

    An interesting corollary could result from changing the word ‘want’ in the questions above to ‘need’.  Try it!

  • ‘When do they want my goods or services?’  The timing has to be right.  It’s pointless trying to sell Christmas decorations at full price a week after Christmas.  Another example is that my doctor doesn’t consult only during normal ‘doctor’s hours’.  He and his partner work slightly different times to accommodate working people.  Follow through on that thinking and consider how timing may apply to what you are offering your customers.  They need to get exactly what they want, exactly when they need it.
  • Why should they buy from you rather than from your competitors?  Think carefully about your competitive advantage considering our topic, ‘convenience’.  Why is your product or service more ‘convenient’ than your competitors’? 
  • How does ‘location’ affect their desire to purchase from you?  Are you more conveniently situated (if they visit your premises)? Is there adequate parking? How safe do people feel when arriving at your location?  And is it easy to find your premises once they arrive at the building? Or do they inconveniently have to walk around looking for your premises?   Is the signposting adequate and correctly positioned?  When they walk into your reception, do they know exactly who to approach?  These factors form part of our workshop on ‘the tangible aspects of customer service’ and need to be considered in relation to the ‘convenience’ factor. 
  • It’s so convenient to shop ‘on line’.  How do you set up an on-line store or service?  How do you make your website more effective?   How do you fine-tune your approach so that it is most convenient for your customers?  The expert in this field is Gary Eckstein and you are welcome to visit his website or contact him on gary@eckstein.id.au  
  • How easy is it to deal with you?  Have you simplified and replaced complex procedures with ‘customer friendly’ approaches?  This applies to government departments, too.  Have you considered how you can minimise bureaucracy and ‘red tape’?

    One of my ‘pet peeves’ relates to the difficulties we face when trying to obtain ‘authorisation’ from Medical Aids in South Africa.  It is highly inconvenient.  As a working person, I don’t wish to spend time on the phone fighting with an answering service or desperately trying to get an incompetent human being to understand my needs.

    Many doctors do not permit their staff to help patients in dealing with situations like this.  I can understand their policy from a business perspective because it takes a great deal of a staff-member’s time.  However, it is a huge benefit where a doctor has a staff member who is accustomed to dealing with the Medical Aids and makes him/her available to sort out issues for the patient.  Where I have a choice, all  else being equal, I would much rather go to that doctor, even if I had to pay much more, than to have to deal with those processes myself.  It’s all a matter of convenience!

  • How have you streamlined your processes to make sure your customers waste as little time as possible when dealing with you?  I often hear stories of how people take their cars in to be serviced and then return later at the time they were told the service would be complete.  They are kept waiting and told that their cars are far from ready and this is very frustrating.
     
    To combat the ‘inconvenience’ to their customers, a local service centre sends SMS’s to their customers as the time approaches, telling the customers of the progress and if necessary updating the expected time of completion.  As many people don’t bother to check SMS’s, in advance staff tell the customers to expect an update exactly an hour before the time the customer has been told that their car will be ready.  Obviously, for this system to be effective, the service centre has to follow through efficiently on their promises, and they do!  This makes having your car serviced at this business more convenient than dealing with competitors.

 

  • What are you doing to generate a ‘convenience centre’?  What services can you add to those you already offer in order to help customers make more effective use of time?  A local laundromat introduced a range of services to customers who can either hand the washing to a staff member and have a ‘full service’ and collect the washing later that day.   Or they can stay and put the clothing in the machines themselves.
  • However, in order to help customers make more constructive use of time when they are waiting for their washing, the laundromat introduced a coffee bar and internet café on the premises.  So, for example, while people are waiting for the washing cycles to complete, they can either sit in the coffee shop enjoying refreshments and work on their own computers or use the ‘internet café’ computers.  Obviously, this not only ‘adds value’ from the customer’s perspective, it adds to the purchases made by the customer. (In a separate article we’ll consider ‘the lifetime value’ of a customer.)

  • How are you going about recognising opportunities to generate more business through providing ‘convenience’ that will meet the needs of customers?  Sometimes, your customers may not even be aware of those needs!

In Australia, my daughter does the family washing in her washing machine and then tumble dries it.  Only her husband’s shirts need ironing.  ‘Sam the Ironing Man’ has a wonderful business whereby on a regular basis he collects a laundry basin full of washed shirts with the right number of hangers which she leaves on her veranda.  He takes the shirts to his ‘subcontractors’ to be ironed and then returns them, immaculately ironed, and hangs them on a special rail in our daughter’s  garage which he has access to.  That is convenience at its best!  He has recognised and optimised a need.

The above are a few ideas on how some organisations, businesses and professions have made the customers’ convenience a high priority. 

What can you do to make dealing with you or buying your products even more convenient?

Leadership Lessons

May 7, 2011 by Brenda Leave a Comment

‘Brenda Eckstein International’ specialises in leadership development, a subject which has been of great interest to me for many years.  A leader who ignited my passion for this topic is a great man who is now retired and lives in Hermanus in the Cape, Republic of South Africa.  My interaction with him began many years ago.  Let me tell you the story:

Mike Mathews had been a teacher before he joined the corporate world.  So when the current chairman retired, Mike was the ideal candidate to become Chairman of the Board of Governors of the Girls’ Collegiate School in Pietermaritzburg, Republic of South Africa.

Mike Mathews

I had been invited to join this board a few months before he became chairman.  At age thirty, I was half the average age of the members of the board and most of them were experienced in education.  I felt inadequate and there seemed to be no way I could contribute effectively as a member of this board.  To improve my own performance at the board meetings, I joined a voluntary training organisation specialising in business meeting procedure and participation.  Yet, I was not inspired.  Meetings lasted more than five hours and ended late in the evenings.  Members had little sense of achievement, as we seemed to have no function except to attend boring meetings.

Then Mike Mathews became Chairman and there was a dramatic change.  The Board’s role (ensuring the school’s long term success and survival) was clearly defined and sound business principles were to be followed.  Mike made it clear that he expected positive results.  He said it was unnecessary to waste time having long meetings.  Board meetings were cut to two hours and the board members were divided into committees.  Members were given responsibilities.  I was given a special portfolio and became the Public Relations Chairman.  What did I know about that topic?  I had never done anything like that before but Mike showed great confidence in my ability to succeed.  He helped me by adopting a coaching style of leadership.

Although I had a great deal to learn, I was determined not to let our leader down.  I was inspired.  The new system involved each committee chairman producing a report (including explanations of budget variances) two weeks before each board meeting—something that had not been done before.  I looked forward to presenting these reports because I was proud of the achievements.  In addition, Mike through his genuine interest in each one of us and to make sure we were achieving, phoned each of us at intervals to see how we were doing.  I enthusiastically and eagerly awaited his calls to share our successes, and I made sure I had successes to share!  I was no different to any other members of his team.

I excelled under Mike’s leadership and I know that the other members of the board did, too.  He not only helped me to reach my potential but also became my role model for leadership.  As I progressed and held various leadership positions in the business world, I always looked back on the wonderful example that Mike set in getting the task done through helping to set a clear vision, motivating his team to achieve the vision and enabling each member to achieve infinitely more than they thought they were capable of.

I was truly privileged to have a coach like Mike.

PS   The school has grown and trebled in size and continues to thrive as ‘The Wykeham Collegiate’!

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