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Are you rejecting smart ideas?

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by Patty Azzarello

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by Patty Azzarello

Thrown Overboard

Very early in my career (I emphasize “very early” as this is not an incident I am proud of and didn’t want you to think this was last week!).

I was in a sales training session and we had to do a lifeboat exercise.

The Lifeboat…

You are probably familiar with this.

You imagine you are lost at sea in a lifeboat with others, and you have set of items in your emergency kit.
But you can’t keep them all, and you need to decide which few items to keep (while you pursue or await rescue) and which to throw overboard.  It’s stuff like a flare, a rope, a mirror, a flashlight, food, a compass, drinking water, matches, etc.

What’s supposed to happen…

The way the exercise goes is that you first create your list of must-keep items individually, and then you discuss it as a team and build a team-generated list.

This is an exercise where there are, in fact, correct answers, so you get a score on how well you did as an individual, and as a team.
The point of the exercise is to show how no individual scores come out higher than the team score, and to demonstrate the value of teamwork.

OK, So our team was pathetic.

This was an international meeting, and on our team we had 7 English-as-a-first-language people, and one French guy.  Although he spoke English, (loads better than any one of us spoke French!), the language issue was difficult and distracting to the team.

Every time he advocated for his choices we basically ignored him because it was just too slow and difficult to get what he was saying, and it didn’t sound that smart to us anyway.

You can guess the outcome here

1) Our team not only lost, but failed spectacularly, in an unprecedented way…?2) Our team score was lower than ALL of our individual scores…?3) AND the French guy not only had the highest individual score on our team, but of all the individuals, and all the teams!

OK, so what are the lessons?

He was the smartest guy in the room.  He tried to share his good ideas with us – over and over again.  We basically threw him overboard.

So for me, although miles from the lesson intended about teamwork, this provided a good slap in the face, and some real lessons about communicating.

I think about this tragically “American” moment in my career very often when I am working internationally.  And it serves as a reminder to be a better human!

1. Modify your expectations of communicating

When there is a language issue, treat is as YOUR issue.

They are speaking your language as a favor to you.  You don’t speak THEIR language.  So remember you are putting the other person in a difficult position.

If you have never tried – just try to learn another language.  Appreciate the great chasm that you would need to cross to speak as well in your colleague’s language as they do in yours.

Don’t just accept a weak meeting outcome, and blame it on the other person.

Take responsibility to get the necessary business outcome and give the person a chance to communicate on their terms.  It’s up to you to make sure you get their best thinking.

2. Don’t equate capability with ability to speak your language

I recall from one of Jack Welch’s books that even he made this mistake when he first started hiring people in Japan.  He hired the Japanese people that spoke English best because they seemed more capable to him.

He later let native Japanese leaders choose talent in Japan and got much better hires.

If something is critical, let people work in their native language and make it your problem to process and understand it.

3. Revert to writing

Writing can be much easier to understand because both parties get to communicate at their own pace.  Nothing gets lost as the conversation goes by.

I have had meetings where we literally wrote out, in sentences, our conversation, decisions and agreements on the white board.
The discussion moves slower, but the communication moves much faster.  Writing can often be much more easily understood than talking, and it is very easily translated.

Use writing in parallel with social media
I also heard a brilliant idea from a colleague who manages an international team. 

On all of their multi-country conference calls they use an additional IM window where people in each country type out the key points being made, translate any jargon, highlight questions and decisions, and clarify areas in the discussion that were moving fast, or unclear.

They also use blog updates which capture the key ideas and decisions from the conference call in writing, to re-inforce the key outcomes and have a record for later review and understanding.

This improved both productivity and relationships dramatically.  Brilliant!

How do you communicate with global teams?

Please leave your ideas in the comment box below!

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Patty Azzarello is an executive, author, speaker and CEO-advisor. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

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How to not get burned out

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by Patty Azzarello

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Business is Hard

Sometimes business opportunities, challenges, activities, and responsiblities become overwhelming. You get tired.

And as your business grows, things don’t tend to get easier or less busy!

Pick your pace

It’s important to find a pace that you can maintain, so you can keep making forward progress and not get burned out.

I am a cyclist.Â

There are some tough hills that can challenge a rider to the point of total system failure — you can’t breath, your heart races, your legs are on fire.  The only problem is that that happens after 10 minutes, and it may take 30-60 minutes to ride up the thing!

“I can do this all day”

So I force myself to pick a pace, one where even though it is still really hard, I can say to myself “I can do this all day”.Â

When I get my thinking, my legs, and my heart rate and lungs calibrated to “all day”, when I finally reach the top I have accomplished the task, and I am still not at the absolute end of my energy.Â

If you know the how long the hill is, you can push yourself to get to the top faster. But you don’t always know how long the hill is.

So you need a strategy to make sure you don’t burn out on the way.

What is your pace that you “can do all day”

If there is no end in sight to the craziness or turmoil, how much physical and mental energy can you invest over an indefinite amount of time so that you can make it to the top no matter how long the hill is? and still have energy to go forward after you get there?

Get ahead of the competition

When the market gets easier and there are more opportunities, you want to have the energy and the resources to use another cycling term “jump”— to go really fast, right away — while the competition has burned out, given up, or failed along the way.Â

Don’t let you head give up before your legs

Part of the “I could do this all day pace” it to make sure you don’t talk yourself into stopping before you really need to.

I compare this to miserable tough jobs I have had. It is always interesting to note how much of the misery I put on myself, compared to that which was strictly imposed or required by the job.Â

You can actually make a pretty big change in how you feel about your job, by deciding how YOU will manage your energy, and not letting your head give in.

Some ways to get up the hill:

It is your job to keep making forward progress in uncertain and challenging times.  Otherwise you end up just working really hard, and not really moving the business forward, or getting anywhere personally.Â

  • List all the things you are worried about.  Are they all equally worthy of worry?  Budget your worry.  Don’t burn yourself out worrying about things that are not worth it.
  • Stop something. Identify at least one thing you will negotiate “away” and stop doing.
  • Pick a single area to ensure success. Choose one thing that you won’t fail at no matter what – and don’t let the uncertainty throw you off course.  Complete that, then do the next one.
  • Talk to your team. Let them tell you what they think is hard about the current state.  Don’t underestimate the value of letting them talk about this.  Acknowledge the difficulty openly, then focus everyone on something they feel they can control and do well.
  • Build your Personal Brand.  How you act in difficult times does a lot to show the world your brand.  Are you positive and in control, or are you changing your mind all the time, uncertain, all over the place? When you are stressed, are you treating people with respect or are you nasty?
  • Don’t give up on your aggressive brilliant plans.  I do some of my best problem solving on a long hill.  Keep learning, keep thinking, keep building so that you are ready to jump when the obstacles clear.
  • Think. No matter how over-scheduled you may be, schedule some time to think every day.

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Patty Azzarello is an executive, best-selling author, speaker and CEO-advisor. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

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The Polar Bears have had it…

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by Patty Azzarello

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Recently I was on the street in a downtown area, and I came across a group of young people with clipboards.

One of them engaged me to share the plight of the polar bears, and all the bad things that are happening to them because of global warming.

My policy on donating to charities is twofold:

1. I have a group of organizations that align closely with my values to which I donate the bulk of my charitable contributions, and

2.  If someone has a good pitch, I’ll usually give them something — 10 or 20 or 50 dollars, because I respect the work they are doing.

OK.  So I want to help the Polar Bears…

I didn’t need to hear a long story about the Polar Bears. I understood the issue. I cared.

This young woman was selling her heart out so I said, I’ll give you $50. 

She said, “I can’t take cash”, what you need to do is sign up here for an ongoing monthly contribution.  Your credit card will be billed each month for the amount you choose. (The lowest monthly contribution on the form was $20.)

I understand you can’t take cash, I said, but I am not going to sign up for a monthly donation.  Can’t you check off somewhere on your form that this donation is a 1-time payment?  NO.  And then she proceeded to tell me why I was wrong to ask.

How to prevent your customers from giving you money

So let me get this straight.  Here is a chance to get my name, my email, and my credit card information – and $50.  And the opportunity to remind me forever after about the polar bears, or other related causes, and ask me for additional contributions forever after.  And the answer is “NO, we can’t do that…”

So I started thinking about all the things businesses do to prevent their customers from giving them money.

The root of it is that buying is an emotional decision for any product or service.

In the mood…

I thought it was very well put by a shop owner I know in a town that is fairly wealthy, during the early days of the economic downturn. He was telling me, “It’s really hard.  Clearly, my customers have money, that’s not the issue.  The issue is that they are not in the mood to spend it right now”.

Think about that.  The opportunity of having a customer who is in the mood to buy.  Wouldn’t you want to do everything possible to tip them over the edge to buy from you, right now, while they are in the mood?

I was in the mood to help the polar bears.  I was turned away.

If you have a customer who is in the mood to give you money right now.  Take it!

More income-prevention techniques

Here are some additional things I have seen businesses do to “break the mood”, and fail to close the deal.

1. We don’t offer this as a product, only as a service.  Or, we don’t offer this as a service, only as a product.  Know how your customers want to buy what you offer, and offer it their way.  Yes, it’s harder for you, but that’s why you get the profits — from dealing with the hard parts and making it easy for the customers to get what they want.

2. No online purchase option. Or the order and payment process is so difficult or confusing that people have to call you anyway. (strike 1) Then staff the phone with incompetent, annoying people, (strike 2) who can’t help, or answer questions, let alone sell (strike 3).

3. We don’t’ take American Express. Get over it.  It’s a little more expensive to you as a merchant.  But people like using their Amex card, and often have business reasons to do so.  You are just demonstrating that you are not a real business.

4. This product isn’t available yet – That may be true, but sell something that IS available now, and include an upgrade to the thing they want later.

5. Continuing to sell after the person is ready to buy.  There’s almost nothing more annoying.  Once the customer wants to buy – STOP selling!!

Dear Charity Organizations,
In my humble opinion, you should give this army of enthusiastic young people (not to mention the polar bears) a chance. Let them close the deal on one-time contributions and get email addresses of actual donors that you can upsell later.  They are working their hearts out for you,  and you have tied their hands. 

I’ve since, been similarly approached in two more cities, and my one-time donation refused. 

PS. Because I wrote the blog post and used the polar bears for an example, I have made a donation to help the endangered polar bears.  But in general, by the time I get back to my computer and have the chance to go to your website, find the program I was interested in, to make a one-time donation, I am no longer in the mood.

Remember, Your product and your value proposition are only part of the reason people buy. If all of that is great, getting them to part with their money is still a personal, human, emotional action.

Whether you are selling shoes, subscriptions, or enterprise technology, make sure you don’t miss the mood.

By the way, I later realized that online their online donation process didn’t work! I was never charged. I went through their whole payment process, but they again failed to take my money.

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Patty Azzarello is an executive, author, speaker and CEO-advisor. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

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Shoot the Messenger

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by Patty Azzarello

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are-you-a-reporter

Who is helping?

One of the CEO’s I am working with on a business transformation said to me about one of his managers, “No, he won’t actually help solve the problem, he is more of a reporter.”

Ouch!

Think about your behaviors.

Are you at any risk of being a reporter?

Do you often highlight things that aren’t working?
Do you study things and point out what is wrong?
Do you regularly play devil’s advocate?

Oops!

What adds value?

I always talk about the importance of adding value to the business.

When it comes to reporting trouble, many people confuse what adding value actually means. They think that identifying and exposing problems is adding value. Or that doing analysis and providing insightful commentary about what is broken is adding value.

It is not.

So, you may be thinking…but you have to identify problems if you want to solve them. Or you need to know about issues if you want to fix them. Surely the person who raises these issues is adding value because the business “needs to know”.

Talking vs. Doing

The big, BIG difference for adding value is between talking and doing.

It is the difference between describing the current state or moving something forward. …Between exposing a problem and fixing it, or at least proposing a solution.

Do you have reporters on your team?

You can find them — talking.

Sounding smart, playing devils advocate. Raising important issues. Figuring out what is wrong. Telling people about it.??Do you have solvers on your team?

The solvers are the ones that show up and say, nervously, “I hope it’s OK, but I did this.”

Or, “I found this nasty issue, but here is what I have done to resolve part of it. Can I get your thoughts on these two options to fix the rest of it?”

When solvers run into an impossible problem they say to themselves, “Man this is screwed up, what is the first thing I am going to fix? What will I propose that will move us forward?”

The reporter is the one that gets to “Man, this is screwed up”, and thinks “I have to come up with the most compelling way to communicate how big of a problem this is so that people will get sufficiently worried about it, and I will get credit for exposing it.”

Reporting vs. Solving – the behaviors


Example: An organization that is chronically late delivering.

The reporter might analyze root causes and talk about lack of definition, poor test plans, poor communication, lack of accountability. All may indeed be real issues, but the reporter will expect someone else to lead and to act.

The solver will think through what actions might actually help. Even if it won’t solve the whole problem, they will endeavor to at least move something forward.

In the case of something like chronic late delivery a solver might say, “I am going to create a sign-off document that defines what finished looks like. This will help all of us clarify what specific actions must be completed to reach the deadline. It might not solve the whole problem, but it will make things better and we will learn something by doing it.

Another example: Sell higher

If an organization is not selling strategically enough, a reporter might present information about background and revenue and current sales skills, and recommend kicking off further study.

A solver will find someone in another organization inside or outside the company who is an expert and learn from them. They will experiment. They will try a new sales process. They will tune it until they hit on what succeeds. They will propose specific changes to share the learning.

What is your proposal?

You want to send a clear message that being a reporter is not good enough.

In every organization I have ever led or consulted with, I have found that merely responding to every single news report with the question, “What is your proposal?” goes a long way to solving this. Consistently doing this changes the culture and separates the solvers from the reporters.

The people who come back with a proposal will rise in the organization. Next time and forever after, they will start with a proposal.

The people who get annoyed by this and say things like, “I just thought it was important to make you aware of this”, (by the way, even typing this makes me cringe – I can still picture the specific people who regularly said this to me).

These people will never be significant contributors to the success of the business.

What do you think?

Please leave your thoughts in the comment box!

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Patty Azzarello is an executive, author, speaker and CEO-advisor. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

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Why avoiding conflict avoids success

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by Patty Azzarello

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clarity

Clarity Causes Conflict

As I work with management teams who want to successfully execute a change or be more strategic, they often tell me, “This is not a new idea, but we need to make it stick this time”.

I have been thinking a lot about this lately – Why is it so hard to for an organization to do something new?

Here’s the thought: Clarity is the secret sauce for execution. You can’t GO without real clarity. But real clarity reveals conflict, and most people don’t like conflict.

Therefore execution stalls so people can avoid being uncomfortable.

Comfort with conflict

You need to be comfortable with the fact that creating real clarity is going to expose disagreements. It’s going to expose gaps. It’s going to expose things that you need to deal with.

It can be much more comfortable to just leave everything fuzzy so you don’t actually have to address these things. This is one of the key reasons why so many change initiatives fail.

Clarity gives you the trail of bread crumbs to success

Any successful business agenda or initiative needs a tremendous amount of clarity to succeed. First you need to be really clear about the desired outcome. What is expected?

Then:

  • You need to break that big goal down clearly into smaller, concrete parts
  • You need to be clear about who is responsible for each piece
  • You need to be clear about how each piece is resourced
  • You need to be clear about what doing something different in each case means to the old way of doing something
  • You need to be clear about how the roles of specific people change
  • You need to be clear about not only what the new tasks and deliverables are, but what are the new behaviors and values that are expected at each level
  • You need to be clear about how the success of each role will be measured
  • You need to be clear about what the consequences are for not doing the new thing
  • You need to be clear about what will be communicated.


But getting clarity on any one of these points opens the door to conflict.

For example if you say: We need to improve the quality of our products. The priority of the next product release is quality.

That may sound like a clear statement, but…

  • Does that mean that you will hire new people for testing?
  • Does that mean that you will include customer testing earlier in the process?
  • Does that mean that you will measure the performance of the engineers differently? How so?
  • Will you re-rate the priority of all the bugs in the system? Or just some of them? Under what criteria?
  • Does that mean that you will stick to your quality plan when the sales force is clamoring for new features?.

Or if you say: We need to sell higher up in organizations

  • Does that mean that you expect every rep to spend some time on strategic deal making? How much time? Doing what, exactly?
  • How will you engage customers differently? Are people trained to do that? Who will be trained?
  • How will you measure if it is happening? What will you do it if isn’t?
  • Or does that mean that you will split the team into tactical and strategic teams?
  • Will you change the comp plans of the sales team?
  • Will you create new product/solution offers to appeal at a higher level?.

Discussing the answer to all these kinds of questions out loud, with your team, opens the door to conflict.

Once you get really clear, people will not agree.

But that’s the important part.

That means you are doing it right

As I bring teams through this process of getting real clarity, taking the time to hear the opinions and debate, we reach a point where everyone can see what to do differently, specifically.

It becomes clear what everyone needs to do personally to achieve the big goal. Everyone leaves knowing exactly what is expected, and how they will be measured on what they do moving forward.

Being Fuzzy – the comfortable hazard

If you are not clear enough to cause and then work through conflict, I call this being fuzzy. Being fuzzy may be more comfortable in the moment but it causes several problems.

  • Nothing changes.
  • People go back to whatever they were doing before because they clearly know what that is. They don’t know specifically what they need to do, to do the new thing.
  • When the outcome doesn’t happen, you can’t put your finger on what isn’t working, because you never defined exactly what “working” looks like.
  • If people are not performing you can’t do performance management because you haven’t defined the expectations clearly enough to show the gap.
  • If you can’t show the gap, you can’t get people to cross it.

Don’t settle for shallow team pleasantness, or avoid performance management at the expense of getting your business strategy implemented.

As a leader you need to create clarity and navigate through the conflict it causes, if you want to get anything important done.

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Patty Azzarello is an executive, author, speaker and CEO-advior. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

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Help, I’m a workhorse and I’m stuck…

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by Patty Azzarello

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help-im-a-workhorse

I recently received some input from a reader that defined the perfect storm of being stuck in the workhorse trap. Here it is…

I’m the workhorse for our volunteer emergency communicator group. There are 4 of us, but here lately I’ve been the only one answering the calls from the City for severe weather (tornadoes, severe hailstorms, etc.) even in the middle of the night. Problem is, by the time the City gets to me, they’ve already tried the other members with no luck. I’ve said something, but so far no results.

Since lives and property may be at stake, I feel it’s important to have someone doing the job. So, I do it—

But I say something to the rest of the group every time since the 5th time in a 3 day period– now, it’s been 13 times in a week that we’ve been called and I’m the only one who would answer the call. Okay one guy had surgery twice this week, first on his eye and again on his foot so he gets a pass. But the other 2? One is a definite flake and the other… well, I really don’t know.

I’m tired, and we still have more shots at being called again in the next 2 days. I feel bad saying “NO, SORRY– I can’t” when it’s the City Office of Emergency Management or the National Weather Service, but I might just have to, and tell them that I’m exhausted. After all, we’re VOLUNTEERS!

First, let’s look at the situation

1. THANK YOU. The world is a better place because of people like you that are willing to make personal sacrifice and step up when others need them.

2. Many people in their jobs feel like this. They feel they are the only one capable or available to the work. The work must get done, so they do it. Even though lives are typically not at stake, their values won’t let them drop the work.

3. In your case, lives are actually at stake! Truly, the work must get done.

4. Because you are all volunteers, there is no official way to insist that people do the work.

5. You have tried to raise the issue to get the rest of the team to step up to no avail – so you are stuck being the workhorse.
What can be done?

The first point to remember is that even if you can order people around, you are much better off if you can persuade them to be emotionally committed to doing the work. This makes everything better.

Second, it’s important to note that when I talk about getting out of workhorse mode, it is never about abandoning the work. The trick is to figure out how to get the critical work done without doing it all personally.

Sure, sometimes you need to work 24X7 when there is a crisis, a deadline, a big opportunity. The problem arises when that becomes a steady-state way of working.

If you want to get out of work-horse mode, don’t expect your manager or business partner to make it better.

YOU need to be the one to invent a new approach to make it better. Stick to your instincts that this is not right. Devise a plan to change it.

Here are some suggestions to improve the situation:

Your desired outcome:  Have other people to share the workload with.

There are two basic ways to achieve that outcome:

1. Get the people on the team to step up?
2. Get new people

Get People on the Team to Step Up

1. Record the data about what has happened. Data is not opinion or emotion. It can’t be argued with. Keep a record of all the phone calls that were made and what the response was from each team member.

Call a meeting of the whole team and share the data. Ask everyone to comment on it.

2. Discuss the team’s desired outcome. What does successful service look like? What will it require? Ask everyone to contribute to the definition of the process and the required commitment and responsibility.

Be really clear what the responsibilities are. Ask everyone on the team to talk about their ability to respond to their share of responsibilities.

3. Create an actual calendar for who is on call each day. Set an expectation that if you commit to be on call that you WILL ANSWER. Have everyone sign off on the schedule as a group commitment to one another.

4. Be super clear that there are only two choices, sign and commit or leave the group. There is no room for broken commitments when it is a matter of life or death.

If you are afraid of losing people on the team by doing this, remember that the people who are NOT answering the phone on a regular basis are not part of the team anyway. (They shouldn’t get to talk big and pretend they are a volunteer if they don’t do the work.)

They are not helping. Ask them to leave. Get new people who will be committed members of the team.

Get new people

A critical factor of getting out of workhorse mode is making sure that you have a team that is capable of doing the job.

No matter how vital the work is, staying in work-horse mode long term is the wrong answer.

You need to take it upon yourself to create a team or a process that can get the work done that really matters, without burning up your time personally.

If your current team can’t cut it, you have to change the team.

If you are an individual, you need to influence. You need re-negotiate the work to focus on the most critical outcomes, and recommend a new, better process that achieves the desired outcome in a different way.

In any organization, volunteer or business, people get burned out, leave, or have other priorities come up in life. It is important that you are always cultivating a pipeline of new people that can (and want to do) the job.

When you look at the people who are not performing, decide “Can’t or Won’t”.

Can’t you can work with, Won’t is not worth the trouble.

Cut them loose. Get people who are motivated to help. That will be your only way out of workhorse mode long term whether you are in a group of volunteers or leading a business team.

Also, there are lots more ideas about workhorse traps and escape routes in Chapter 3 of my book, Rise… They Shoot Workhorses, Don’t they?
What do you think?

IF you have any other ideas for this generous and tired emergency response volunteer, please share them in the comment box below!