Leaders Understand Service

It continues to surprise me, and it shouldn't, that leaders and business owners don't understand some of the most common sense basics about service and sales. If someone says I want to buy from you, you should respond with a courteous and quick followup and take the order.

I recently tried to purchase a gift certificate from a small business retailer. I tried doing it on the website on a Sunday evening and it was not available on the website, the website was not set up to take the transaction.

So I took the time to look up the email contact for the owner, who I know, and sent an email. I asked that I be called the next day so I could purchase a gift certificate as a gift. At this point, I am asking the company to call me so I can spend money. Not maybe, not let me see if you have what I want.

I got an email back from the owner indicating that they didn't offer gift certificates through the website and to call the store the next day and ask for the owner. I had already made two attempts to spend my money with this company and now the owner put it back to me to make the contact.

If you are a leader or business owner, don't let opportunities to make a sale, to wow your customers and build your reputation for excellent service and responsiveness get lost.

Leadership Matters

Leadership Matters

Strategic Planning for Business
Jan. 7
7:30 am breakfast
8 - 10 am. workshop

You know you need to do something to jumpstart your business or organization in 2010, but what? Strategic planning is a proven process helping businesses plan for and realize a more prosperous future. Set in place the goals and strategies that will change your results and the way you do business.

Dayton Racquet Club
40 N Main St
Dayton OH

Space is Limited

$47 (includes breakfast, parking at KT, workshop and handouts)
Register at
www.donnachildsconsultants.com

Leaders don't procrastinate

Leaders don't wait for later, for a better time or for a lighter work load to do what needs to be done. If it is something that is apparent it needs addressing or a change needs to take place, then a leader will tackle it now. Waiting for a more opportune time or when things slow down is not a good choice, it's procrastination or avoidance or laziness.



GE has owned NBC since 1986. We are in a down economy, there is a downturn in advertising revenue and a tight market to secure financing. GE is taking steps to shed the entertainment piece of its business because it believes it is a good business decision for the company. Maybe there would have been a better deal to be made had the leadership waited until the turnaround was stronger, say 2011.



As a leader, are you procrastinating about something that you should be doing? Strategic planning, adding sales staff, firing a poisonous manager, or improving your customer service. You know you need to do something and now is as good a time as any. Chances are the situation won't change until you change your mind about procrastinating and take action. Don't forget, leaders don't procrastinate.

Leaders are self aware

Self awareness can be a part of emotional intelligence. It is the ability to be aware of oneself, not just who you are and where you are. It is the ability to recognize and manage your emotions, your actions and reactions. It is your intuitive ability to perceive, assess, identify and modify your emotions. It includes the ability to interpret the emotions of a group.

Being self aware is not a new concept, it's been around since Darwin and probably before him. When you sense what is going on around and within you and can adjust in an appropriate manner, you are learning self awareness and emotional intelligence. Some people do not have the capacity do develop EI, it comes with certain hard wiring not everyone has.

When you sense the mood, tension or excitement of a group, you are learning how to develop your EI. Some leaders when they experience the shift in mood in a group are able to turn the focus back to where it needs to be, whether reining in a downward spiral or an overly rambunctious group. It is a skill and ability that is not easily found.

Leaders are self aware, some are more aware than others.

Leaders communicate frequently

Leaders communicate all the time, not just occasionally or frequently. Not just in writing or orally. They communicate their values, the mission, the goals, the tough times and good times. Leaders communicate all the time, especially about what's going on in the organization and what's expected. It may sound like overload or over doing something that sounds like common sense, but you would be so surprised at what people perceive or believe to be true or believe to be expected when it's not made clear.

Leaders don't want people trying to guess what they want or what is expected. What a waste of time, talent and resources. It is not hard nor is it very time consuming to communicate to everyone what's going on, what's coming up, where the organization is going and what is expected.

Leaders make sure they are clear in the communication as well. They know that being specific cuts down on guess work, mistakes and confusion. It helps reduce the misinformation that can sink a good project or way lay a good team member.

Excellent communications is one of the traits of an excellent leader.

Leadership Matters: Leaders put others first

Leadership Matters: Leaders put others first

Leaders put others first

In other words, leaders know it's not about them. They know that it is more important to put the good of others ahead of themselves. In fact, highly developed leaders put themselves last. By doing so they ensure that the mission and organization comes first. Then, taking care of or putting the best interest of others first; including employees, customers, vendors, and stakeholders, allows the leader to put the focus where it should be. It is the priority. It can also be called the common good. It's a simple principle, one a lot of professed leaders don't get.

Leaders know it's not about them. If it was about them, no one would follow. And if no one follows, you have no basis for being a leader. It's a lose-lose situation when someone who professes to be a leader puts success or their interests ahead of everything else. It is self-evident in the many failures we have witnessed in the last few years with very large businesses, from Enron to the most recent bank failure. They did not have the common good anywhere near their sense of priorities.

Leaders listen to opposition

Leaders listen to opposition, they have to. Success and leadership does not come in a vacuum or solo. Whether it is internal or external opposition to a change or strategic initiative, detractors can and often have something valuable to add to the discussion and the outcome. There may be a flaw in what's being proposed that someone is trying to bring to the attention of the leader. If you don't listen, you may be missing an important opportunity to offer a better, more robust change or initiative. Listening also validates the other person's right to express themselves and let's them know their voice matters. If others don't follow, you don't lead.

Not listening to the opposition can be a sign of weakness in your own perception of yourself. Never think you are too important or the idea is always rock solid.

Leaders are by nature collaborators and listeners. Time and again, listening to people who have diverse, opposing, or even hostile points of view only enhances the chances of the initiative to be more successful. At all levels, listening to opposition can strengthen the organization.

Leaders face the facts

And the facts are that failure and mistakes will happen. The leader knows something is not going to go right, sooner or later. Significant mistakes will happen and things fail, whether it is a new product launch, a financial deal, an invention, or a company. What happens with a leader when these hit is facing them head on. Admitting mistakes, taking responsibility, being humble in the face of failure and not placing blame are responsibilities leaders take to face the facts. Once these actions are taken, corrections are made and they move on.

Leaders Develop Others

Your leadership responsibility is not solely to the financial bottom line. It is to people and to the organization. One of the keenest legacies and biggest contributions a leader can make is to develop others. Whether that is personal mentoring, encouraging someone to continue his or her education, or providing the tools to learn.

Clay Mathile, former owner and CEO of the Iams Company, learned that developing others through education and opportunities for growth and promotion, paid huge dividends for the company. Clay grew Iams from a small regional pet food company, $500,000, to $1 billion before selling it to international conglomerate Proctor & Gamble in 1999.

He established Iams University for the employees and then distributors as well. Developing others leads to better results, people with more confidence, more skill, and a better outlook on life. The bottom line follows.

Leaders are Learners

There are many things that define a leader and being a continuous learner is one of them. Leaders seek out knowledge, go out of their way to learn about subjects beyond their industry or field. They research ways to be better at what they do, to better understand the business world, and learn about human nature and learn from past leaders. They read almost constantly to keep their minds alert and open to new ideas. It helps them also to be better risk takers.

It can be one of the quickest ways to increase your effectiveness. No one is good at all things, we are just not wired that way. To pick up a good book on leadership, attend a workshop, listen to a mentor or trusted advisor, points you in a direction you would not have necessarily known to go, one that pays huge dividends when as a leader you become more effective.

Leaders face reality

So many times when I talk to a business owner or someone in a top management position, I hear them explain away mistakes or lost customers due to poor employee performance. One such incident cost the business a $30,000 job from a referral. The owner didn't express concern at what he heard about how the employee had treated the referral. The referral was not even going to get bids on the job.

What the owner did not face was the great need to make sure his customers and potential customers were being treated with utmost courtesy and professionalism. The employee was trying to protect/shield the owner from the customer! The reality is he didn't know to what extent he was losing business to inappropriate behavior by his employees. It was relatively easy to fix with training and follow up, putting in policies and practices.

Other times, business owners need to face the hard reality that perhaps a product line is not profitable, a senior manager is not longer 'on board' with the direction of the business, a new hire is a wrong fit, or some other major malfunction. It is tough to face the hard issues and tougher to act to correct them.

However, in the long run, it is actually easier to act on the tough decisions and face reality when your business is suffering, losing market share, or rolling out products that are no longer relevant.
It's easier because it sets the organization on the right course, infuses enthusiasm and excitement for employees, and creates a new reality that turns the business around. Getting through a difficult situation with effective strategies and decision making strengthens the leader and the business.

Leaders define goals

As a leader, one of your critical roles is to set goals. Preferably through a strategic planning process. Not just to set goals, but to set goals that challenge the team, are clear and ones that define what the outcome should be and when it is expected to achieve it. If the team doesn't know what is expected, they can't be expected to achieve great results.

Having clear goals also lets the team know where they should not be focusing their time. When you have strong goals and they are communicated, measurable, and strategic, it drives every ones focus on the right things. It is up to the leadership to make sure everyone is on the same page. In your communication, you should relay how the goals affect the growth and prosperity of the company. Then break it down to what it means to everyone. When people understand what's expected and what's going on you have a much higher level of commitment, quality, job satisfaction and results.

Change demanded, leaders should lead change

The world is demanding that we change. It's not an option. What's holding you back? As a leader you should be initiating change in your organization. Jack Welch, in his early days as head of GE, stated publicly that his intention was to be Number One or Number Two in every category in which GE did business. That's a big, bold goal. And he followed up on it.

Don't be afraid of change. Some reasons people use to avoid change is: fear, apathy, too busy, blame, status quo, paralyzed, and more. Change is good.

Don't initiate change for the sake of change. You should be deliberate about it, plan for it, provide the underpinning that goes with change, such as human and financial resources, authority, a well defined plan, support and accountability.

A strong leader can get out in front of any change initiative and make it happen. Don't be afraid or discouraged. Leaders also know how to get help, reach out for resources and the right people to help make change a reality. Leaders should lead change in their organization.

Value of communicating

It cannot be understated that communication from leaders is critical to keep the organization moving forward and on track. Communicating even at the supervisory level is just as important. You can always tell an organization that communicates well up and down, there is more positive buzz, more inclusiveness, more productivity, more trust and innovation.

When you see a business that defies the downturn there are many factors in play, a solid and visible vision and mission, passionate leaders, and sound management and engaged employees. The communication is frequent, fluid, open and engaged.

If you wonder why your business is not 'clicking' and operating at full capacity, check the quality and frequency of your communication.

Let’s talk about leadership

Communicating during downsizing

There are probably not many people around us who have not been affected by layoffs, staff reductions, and downsizing. As a leader, it will make a huge difference in your organization’s ability to weather the turmoil when you communicate effectively during this stressful period. Remember, those who are still with you are understandably concerned, upset and feel betrayed, among many emotions. This is a process of healing and surviving that needs to be addressed.

They need to know the ship is not sinking and work continues to go on. You need to be concerned about restoring morale and making sure productivity doesn’t suffer. Communicating plays a big role in getting the environment on track.

Here are some suggestions to help those who are still with your company after the layoffs:

Communicate – explain how the organization is going to move forward, how you see it surviving and thriving with the existing workforce. Let them know what role they will play, get them engaged in the solution, and let them know why the changes took place. Give them credit for understanding tough times. Let them know how work will be realigned, if any training is forthcoming in light of realigned responsibilities, and what work is coming along with prospective work.

Instill trust – a lot has happened to break down trust, people feel betrayed and uncertain. Show them they can trust you by keeping your word. Be honest in your actions and comments. If this is the only layoff or if you think there may be more downsizing, don’t mislead them either way. In other words, don’t over promise. You will lose your credibility. Show them you are trustworthy by demonstrating concern, act with integrity and let them see results.

Listen – give them an opportunity to express themselves, their concerns are legitimate. Actively listen and console the team, it helps to know you care and will help improve morale faster. Not giving voice to their concerns only instills more distrust, fear and lowers productivity. Listen emphatically as someone talks, use positive body language, make eye contact and reserve judgment until you have heard them out and been able to process the information. Remember, respond, don’t react. Encourage group discussions and input. Encourage humor and encouraging each other.

Show confidence – not arrogance or aloofness. Quiet confidence and a positive attitude go a long way in demonstrating and modeling trust and confidence in a leader. People look to you as a leader to show them things will be okay and that work will go on. It cannot be underestimated that your demeanor and actions speak volumes. By your actions, verbal and nonverbal, you show your team that things do go forward. Be sincere, positive, accessible and supportive.

There is a lot of downsizing going on, and not just in large companies. We all feel the pain through someone we know. Support them through your empathy and leadership.