Leading Questions

Posted on by Scott

questions-2212771__340Leaders ask questions.

Leading managers ask questions to help them guide the team to grow.

Leading service providers ask questions to help them solve customer problems.

Leading salespeople ask questions to help them meet unspoken needs.

We should all be asking more (and better) questions, but we don’t. They may enter our mind, but we stop short of actually asking because we’re afraid – afraid that people will get upset with us for prying into places we don’t belong. We’re afraid of coming across as pushy or nosy or a busybody.

Here’s a news flash – you won’t.

As a leader, my team expects me to ask questions – how else can I lead them effectively?

As a service provider, my customer expects me to ask questions – how else can I serve them properly?

As a salesperson, my prospects expect me to ask questions – how else can I propose meaningful solutions?

Asking questions is an expected behavior. Think about the last time you went to the doctor. Did they ask you about your symptoms? Of course they did. They also asked about your exercise habits, your diet, and your family history.

Talk about being nosy. But did you take offense? No. Because you know that in order to do the best job they can for you, they have to ask questions. You’d be crazy to trust any doctor who started prescribing a course of treatment without first doing a bit of fact-finding.

Why is your business any different?

If you’re not asking questions, you’re simply not doing your job very well. Your team is heading in the wrong direction. Your customers are confused. Your sales are below goal.

Now let me suggest that you ask yourself a question or two. Are you ready for a change? Are you ready to turn things around? Are you ready to take control and make the second half of 2019 the start of a new era?

Are you ready to lead?

Let’s get curious, and in the process we’ll become better bosses, customer advocates, and even better salespeople. Let’s ask more questions and see where the answers can take us.

Focus On Your Story

Posted on by Scott

sci-fiAs a sci-fi fan, I particularly enjoy watching classic films and television from the 50’s and 60’s. Movies such as The Day the Earth Stood Still and Forbidden Planet or shows like Lost in Space and the original Star Trek often hold more appeal than today’s offerings. A lot of people find these gems laughable. My son in particular has a hard time watching anything created before the age of color. He says the special effects are too cheesy.

But the lack of CGI and fancy sets is what endears me to the classics. Without a huge technical budget, the creators of old had to rely on a solid story to propel the action. So many of today’s productions seem to have started as a series of planned explosions with a poor story slapped on as an afterthought.

One of television’s early master storytellers was Rod Serling, creator of The Twilight Zone. Many episodes of this groundbreaking series showcased little or no special effects. Set pieces were minimal, with the focus being placed squarely on the actors and the story being told. Serling could tell a better story using a single actor in one room than most movies today achieve with multi-million dollar budgets.

My point is this. How many times do we let the lack of “necessary” resources hold us back? How many times do we blame a lack of production, or progress, or growth on something we don’t have?

We don’t have the budget for that.
We don’t have good products.
We don’t have the right technology.

Top performers never allow themselves to be limited by things outside their control. They see the obstacle and then find a way through it, around it, over it, or under it. They don’t sit back and blame a lack of performance on something (or someone) else. That’s because top performers understand that the story is the point.

The story we are here to tell is what differentiates us from the competition. It’s what we have to offer that no one else does. Perhaps it’s our ability to find solutions that others can’t. Perhaps it’s our willingness to go the extra mile in service to our customers. Perhaps it’s the depth of relationships we build.

Our ability to perform should never be held back by a lack of _________.

One of my all-time favorite sci-fi series is called X Minus One. It was a radio drama that aired from 1955 to 1958. No sets, no visuals at all; this series had to rely solely upon the voices of the actors and basic sound effects to tell a story. Yet despite the limitations of radio, X Minus One is considered one of the best science fiction series in any medium.

What’s your team’s story? Are you focused on that, or on the things that hold you back? Is your team’s mission to share your story – to create such a compelling world that others want to be a part of it – or are you just going through the motions until __________ improves?

Rod Serling once said “Imagination… its limits are only those of the mind itself.” In other words, the only thing holding you back… is you.

Getting to Yes

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directory-973992_640You have an idea. It’s a great one; an idea that will save the company a lot of money, increase revenue, improve customer service, or just make everyone’s job easier. And it’s a no-brainer; nothing huge; just a small tweak that will move the needle in a positive way. Now you can’t stop thinking about it. In fact, the more you’ve thought about it, the more you’re convinced that this needs to happen.

So you pick up the phone, or draft an email, or walk across the hall to the one person who stands the best chance of helping you get this idea out of your head and into the real world – your boss. After laying out the basics of your suggestion, you pause to gauge their reaction and … nothing. No smile. No nod. No enthusiastically worded agreement. At best, you get “we’ll think about it.” More than likely, it’s some form of “No.”

Today’s organizations are in desperate need of innovation. Competition, regulation, and economic pressure are constantly at work – forcing companies into static, boring molds of mediocrity. Broad, sweeping change is harder and harder to accomplish. More than ever, we need employees who can identify micro-improvements; tiny, incremental, seemingly insignificant shifts in the way business works. It’s through these tweaks, compounded over time, that huge change can actually take place.[Tweet “It’s through micro-improvements, seemingly insignificant tweaks, that huge change takes place.”]

Unfortunately, it’s the boss who typically stands in the way. They just don’t see the benefit. There are bigger fish to fry. Now isn’t the time. Resources aren’t available. It’s just easier to leave things the way they are. Your idea is dead before it ever gets out of the starting gate.

According to Susan Ashford and James Detert, the problem may not be the boss, but you; or more accurately, your approach. In a 2015 study of “issue selling,” they identified seven tactics that spell success when to comes to championing organization change. Here are their steps, along with some thought prompts to consider before making your run at management.

  1. Tailor your pitch. Where does my audience stand on this issue? What does my audience find most convincing or compelling?
  2. Frame the issue. How can I connect my issue to organizational priorities? How can I best describe its benefits? How can I link it to other issues receiving attention? How can I highlight an opportunity for the organization?
  3. Manage emotions on both sides. How can I use my emotions to generate positive rather than negative responses? How can I manage my audience’s emotional responses?
  4. Get the timing right. What is the best moment to be heard? Can I “catch the wave” of a trend, for example, or tap into what’s going on in the outside world? What is the right time in the decision-making process to raise my issue?
  5. Involve others. Which allies from my network can help me sell my issue, and how can I involve them effectively? Who are my potential blockers, and how can I persuade them to support me? Who are my fence-sitters, and how can I convince them that my issue matters?
  6. Adhere to norms. Should I use a formal, public approach to sell my issue (for example, a presentation to upper management)? Or an informal, private approach (casual one-on-one conversations)? Or a combination of the two?
  7. Suggest solutions. Am I suggesting a viable solution? If not, am I proposing a way to discover one instead of just highlighting the problem?

Selling an issue to management looks a lot like selling a product or service to a prospect. Your approach is just as important as your message. Effective salespeople always think through an upcoming interaction, seeking the right combination of timing, words, and circumstances to help them communicate clearly and effectively. This same consideration should be taken when approaching management with your request for change.

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For a Limited Time Only

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One Day Only

Last Saturday, my son Alex participated in a program called One Day Only. Hosted by his high school theatre department, the event challenged students to write, cast, and stage a 10 minute play within twelve hours of starting. They had to create sets, arrange costumes, and locate props – all while memorizing and rehearsing their lines. I dropped Alex off at 8 am and returned at 7 pm to watch five complete productions unfold before my eyes.

It’s amazing what a motivated group of people can do when they work together, despite a shortage of time and resources. When the pressure is on, those determined to succeed always manage to find a way. In fact, it appears that being under pressure often brings out your creative side. I have often found that a group’s best work comes from having to produce high quality work very quickly. Without the normal bells and whistles at our disposal, things that can quickly become crutches, we are forced to think in new and different ways; better ways.

Today’s businesses need better ways of thinking. Competition is fiercer than ever. Outside regulation continues to tighten. Budgets are smaller than ever. It’s often said that we can’t continue to do the same things and expect different results. We have to shake things up.

Big leaps usually come from small groups attempting to remove some kind of thorn in their side. A problem is identified for which there is no solution, or at least no good solution. So they decide to put their heads together and resolve the issue on their own. In the process, they often wind up creating the next big thing. They develop a new product or service that can be offered to others; because any problem your team is wrestling with is undoubtedly an obstacle for others as well.

So I’d like to issue a challenge to you and your team. Given that we all have our normal jobs to take care of, I’m calling it One Week Only.

First identify a problem you’d like to solve; something that’s holding your group back. Next, put your heads together and come up with a working solution to the problem by the end of this week. Finally, send me a short video, no more than five minutes long, demonstrating your solution by the end of the day on Friday. Make sure your solution actually achieves the goal without additional work or resources. An idea that requires something extra to get off the ground doesn’t count. Just like the kids participating in One Day Only you have to use what is immediately available to produce a finished product.

I’ll choose one video as the winner of the challenge and will use this week to come up with some type of cool prize for the team involved. Keeping with the spirit of the challenge, I’ll use only my brain and what I have on hand. The winners are guaranteed something just as unique as what they come up with.

Of course this is a purely voluntary exercise; but I’d say your odds of winning are pretty good. The vast majority of people reading this won’t participate. But that’s ok. The unmotivated wouldn’t come up with anything worth sharing anyway. And the more that choose to opt out, the better the odds become for the few mavericks just crazy enough to accept the challenge.

After the curtain fell on the final scene Saturday night, Alex told me that his day had been exhausting, frequently frustrating, and ultimately the most fun he’s ever had in theatre. Being part of the creative process and seeing a fully developed production come to life in such a short amount of time was incredibly rewarding. He’s eager to sign up for the next round.

I’m eager to see what you come up with by the end of the day on Friday. As they say in the biz, “Break a leg!”

 

How to Rock Your Next Crisis

Posted on by Scott

Scott and Andrew at the concert

Saturday night, my oldest son Andrew and I flew to Houston to see Def Leppard in concert. I’ve been a fan since I first heard them back in the early eighties and hadn’t seen them perform live since their Hysteria tour in 1988. It was a great show and brought back a lot of memories.

Several of the songs from the set list came from that Hysteria album. This was an incredibly successful release for the band. Seven cuts made the U.S. Hit 100 chart and the album itself has sold over 20 million copies.

But the album almost never got recorded. In fact, the band’s rise to Rock ‘n Roll stardom was nearly cut short by an unforeseen crisis.

In December of 1984, drummer Rick Allen was involved in a car accident that severed his left arm. The group was stunned. Allen was a core member of the band and an accomplished drummer. To replace him was unthinkable. But how could he perform with only one arm? The band was unsure how to recover from the setback.

Organizations are hit with crises every day. Out of the blue, an external event or internal oversight can send you into a tailspin. When that happens, most experts will start talking about “managing” the crisis – that is, figuring out how to minimize the damage and return as quickly as possible to the status quo.

But some organizations choose not to play it safe. Instead of managing the crisis, they seek to capitalize on it. They choose to see opportunity where others see disaster. And thankfully so. History is filled with new innovations and leaps in thinking that resulted from some sort of catastrophe. Not that anyone would willingly seek out a crisis in order to jumpstart a new technology or line of business; but faced with a roadblock, pioneers will adopt a progressive mindset over a conservative one. And it tends to pay off.

The members of Def Leppard decided to do that, and when Rick Allen said he wanted to continue as drummer, the others backed him 100%. Allen reached out to Simmons, a manufacturer of electronic drum kits, who jumped at the chance to collaborate on a customized set up for the band. Within months, Allen summoned the rest of the guys and showed of his new drums and new way of playing. An array of foot pedals allowed him to simulate the actions of his missing left arm and even allowed for new percussion combinations that hadn’t been possible before.

The band spent three years recording Hysteria and embarked on a 15 month tour that showcased Allen’s abilities by using a rotating stage – another innovative approach. The critics and fans were blown away. I, for one, bought tickets to see them twice during that tour.

Saturday’s concert would never have been possible had the group not decided to press forward in the face of adversity. Fortunately for fans like me, they are still going strong. A new album is due to be released later this year. By nature, crises are unpredictable. Our response to them, however, doesn’t have to be. When the chips are down, how will you respond?

 

Into the Storm: The Basics of Brainstorming

Posted on by Scott

brainstormThe word “brainstorm” refers to the process of generating a series of ideas intended to address a specific question. The idea of brainstorming was first introduced in 1942 by Alex Osborn in his book How to Think Up. Osborn was frustrated with the lack of innovative ideas from his team of advertisers.

Since then, the concept of brainstorming has morphed into a myriad of different branches, though most people tend to rely on the base model that Osborn proposed. Traditional brainstorming involves a team of people, from a variety of backgrounds and disciplines, working together to solve a problem. The goal is to generate a large quantity of ideas that will later be culled and refined into one or more quality solutions.

As you work to develop strategies for achieving your business goals, brainstorming can play an important role. Rather than attempting to solve the problem in isolation, why not tap into the diverse experience, education, and creative juices of the team? Here are the four general rules of brainstorming as presented by Osborn.

  1. Focus on quantity. The goal of brainstorming is to generate as many ideas as possible. You want a figurative “storm” of ideas. Don’t spend time analyzing any particular thought. Digging into the specifics of an idea will short-circuit the generation of others by slowing things down and shifting the team’s thought process from “big picture” to “small details.”
  2. Withhold criticism. Resist the temptation to pass judgement on a suggestion. You want people to remain open and the flow of ideas to continue unabated until they naturally dry up. Pointing out the problem with any one thought kills the momentum in two ways. The individual that voiced the idea in question is now embarrassed, self-conscious, and unlikely to share again. Others involved now hesitate before offering ideas of their own; wondering if the words they speak will be met with criticism as well.
  3. Welcome unusual ideas. Remember, the purpose of brainstorming is to generate a large quantity of ideas. We’re not concerned with the quality just yet. And sometimes the wackiest, most outlandish ideas prove to be the best. Sure, that idea that someone expressed may be really out there; but it could prove to be just the spark needed to spark a really great – and doable – thought in someone else’s brain.
  4. Combine and improve ideas. Sometimes the best solution to a problem is really a combination of ideas. Look for relationships between ideas; or take two seemingly opposing thoughts and see if they can’t somehow work together. Expanding on someone’s initial thought is a great way to keep the ideas flowing and take brainstorming to a whole new level.

Brainstorming is an effective technique used by leaders seeking to achieve their goals while engaging their team. When employees have a hand in developing the strategies guiding their work, they are infinitely more likely to act on them. As a team, there’s a greater sense of urgency to succeed, leading to increased collaboration and accountability. Those are side effects any leader would welcome.

There are a variety of options to traditional brainstorming, and many resources to help jumpstart the process. If you’d like more information on brainstorming, or assistance in facilitating a brainstorming session, just let me know. I’d be happy to help. Of course, the next step is to refine the best ideas into workable strategies. I’ll provide some thoughts on that process next week.

Survey Says …

Posted on by Scott

Nielson PacketThis weekend I received a package from The Nielson Company. They’re the ratings company that provides TV stations, advertisers with information about consumer viewing habits. I’ve been asked to provide information about my family’s media consumption.

Surveys like those conducted by Nielson are important. A well designed survey can provide a company with valuable insight into what its customers are thinking. Customer feedback is helpful in a number of ways.

 

  • Feedback lets you know what your customers WANT in the way of new products and services.
  • Feedback lets you know what your customers THINK about the products and service you already provide.
  • Feedback lets you know what your customers FEEL about your pricing structure and their perception of value.
  • Feedback lets you know what your customers SAY to others about the way your employees treat them.
  • Feedback lets you know what your customers BELIEVE about the policies and procedures that govern how they do business with you.

Happy customers lead to repeat business, longer relationships, positive word of mouth, and referrals. Happy customers lead to innovation, revenue, and growth. In short, happy customers lead to a happy business.

But surveys aren’t just helpful for learning about your customers. They can be a great way to gather information about the opinions of employees about a whole host of internal topics. Management can learn about new ideas, ineffective procedures, restrictive policies, and internal service problems before they become too problematic and impact the business. In many cases, employee surveys serve as advance warning signs – allowing you to act before customers are impacted.

Of course; in order for surveys to work, people have to participate. A handful of surveys aren’t enough to represent large customer or employee groups. So you have to design your survey in such a way that people feel compelled to participate. You can’t assume anyone wants to share their opinion with you. That’s why the best surveys …

… are short and to the point. You can’t waste participants’ time.
… are easy to complete. Easy to understand questions and a simple submission process are a must.
… are actively promoted. You have to remind people that their opinions are important and invite them to participate. … are anonymous. Most people aren’t comfortable providing negative feedback (often the kind you most need to hear) if they feel there’s a chance they’ll be mistreated as a result of speaking their mind.

It’s easy to dismiss the average survey. They’re all around us and most aren’t very well put together. But they can play an important role in the development of the businesses closest to us – those we work for and frequent. So as consumers and service providers we should take them seriously. Take advantage of the opportunity when you’re asked to provide feedback. And take care to study the feedback your customers have chosen to share with you.

Good business is a partnership between the organization, its customers, and its employees. By working together, we can bring more value to everyone involved. Make sure to do your part when given the opportunity.

I’m looking forward to participating in the Nielson surveys. I’m a fan of TV and am happy to provide my feedback. It’s nice to know that – at least in some small way – my voice makes a difference.

Fighting the Future

Posted on by Scott

AntisuffragistsTuesday was Election Day. Did you vote? All across the country, men and women took to the polls in order to make sure their voice was heard. Officials were elected or re-elected to a variety of federal, state, and local positions.

Voting is considered an important right in the United States. Once a privilege available to only a favored few, hard fought battles in our history have extended the right to vote to all citizens, regardless of race, gender, or religious affiliation. Sadly, voter turnout is often poor. Many of those eligible to vote choose not to. Some even oppose the very right they’ve been given.

For example, a key milestone in voter rights was the successful women’s suffrage movement. The 19th amendment, which provided women the right to vote, wasn’t passed until 1920. For decades prior, groups opposed to the idea of women having a voice in elections (referred to as anti-suffragists) successfully held off the change.

And many of these anti-suffragists were women.

Groups such as the New York State Association Opposed to Woman Suffrage and the Women’s National Anti-Suffrage League (started in Great Britain) were founded by women. These individuals felt political discourse and important decisions related to public policy were best left to men. They wrote and spoke at length about the various reasons women could not, or should not, vote.

It’s amazing how hard some people will fight against that which is good for them; how hard they will look to find excuses to keep from moving forward. Of course, the harder you look for excuses, the more you find. The more you focus on obstacles, real or perceived, the more you come to believe in them. Over time, people can come to fear the new; the innovative; the unknown. Eventually they become numb to any concept of progress, preferring the warm safety of their self-imposed limitations.

This is how people become unengaged. This is why teams, organizations, and even countries become stagnant. This is why goals aren’t met, customers are underserved, and employees are frustrated.

It’s because individuals check out; sometimes without even knowing it.

Isn’t it time we reverse the trend? Isn’t it time we let go of the fear, stop making excuses, and get engaged?

Permit me to issue a challenge:

  • If you’re one of those who looks first for the reasons why something won’t work, I challenge you to find just as many reasons why it will.
  • If you’re one of those who actively fight against growth and innovation, I challenge you to try being a voice for it.
  • If you’re one of those who have chosen to disengage, I challenge you to get involved.

Politicians often talk about the need for change. But change doesn’t typically happen in huge, sweeping waves. It happens slowly, building momentum over time. It starts with individuals – you and me – taking responsibility for our own actions and choosing to do things differently. Small changes by each of us in the way we approach our work and our lives, expand outward – turning a small ripple into large waves of progress.

So plug in, get engaged, decide right now to make a difference. Oh, and come next Election Day – don’t forget to vote.

Lead Like Columbus: Make A Mistake

Posted on by Scott

image

“In fourteen hundred ninety-two Columbus sailed the ocean blue.
He had three ships and left from Spain; He sailed in sunshine, wind and rain.”

In January of 1492, explorer Christopher Columbus received financing from the king and queen of Spain to explore a new route to the East Indies by sailing westward. The monarchs hoped to enter the lucrative spice trade with Asia, particularly Japan. Columbus hoped to create a name for himself and gain financing for future voyages.

After months of planning, Columbus finally set out on August 3rd with 90 men aboard three ships: the Santa Maria, the Pinta, and the Santa Clara, nicknamed the Niña. He stopped in the Canary Islands for repairs and supplies, readying for the long voyage to Japan. After five more weeks at sea, the lookout spotted land. Columbus had done it, or so he thought.

In fact, Columbus had not reached Japan at all. His small fleet made landfall on an island he called San Salvador; known today as the Bahamas. Columbus continued exploring the nearby islands, convinced he had made it to part of Asia. But his report to Spain ushered in an era of exploration and colonization of the Americas. For next voyage, Columbus was provided with 17 ships, 1,200 men, and orders to establish permanent colonies in the “New World.”

Things don’t always work out like we planned. Often, the results fall far short of the intended goal. But if approach it with the right attitude, failure doesn’t have to be a negative experience. We can learn from it, discover new worlds, and create opportunities for growth.

Too many times, I feel our response to failure is all wrong. We look for a scapegoat. We identify excuses. And then we retreat – we create new rules and restrictions in an attempt to avoid future failures. Missing the mark has become unacceptable.

I’m not saying we should anticipate failure or dismiss every error. Indeed there are times when failure shouldn’t be an option. Some miscalculations are too costly, either to our reputation or the bottom line, to ignore. But we have to be careful of taking the desire for perfection too far.

You can’t live life, or grow a business, by avoiding risk or loss. You have to adopt the explorer’s spirit, like Columbus did, and venture out into the unknown. You have to aim high, and be prepared for whatever new world lies over the horizon. After all, ships were made for sailing.

Happy Columbus Day.

Up, Up, and Away

Posted on by Scott

Larry Walters, Balloon ManLarry Walters had always wanted to fly.

As a boy, he became fascinated with airplanes and dreamed of soaring among the clouds. Once he reached adulthood, he joined the Air Force – intent on becoming a pilot. However, his poor eyesight disqualified him from his dream job. He served his time and, after his discharge, took a job as a truck driver.

Larry spent evenings in his backyard watching as jets from nearby Los Angelos International Airport flew overhead. He’d spent 20 years wrestling with his dream of flight, and as the days passed, his frustration only grew. If he didn’t do something about it soon, he feared he’d go crazy. As Larry sat and watched the planes and birds pass by, a plan slowly began to form in his head. Then on July 2, 1982, he put his plan into action.

He’d purchased 42 weather balloons a few weeks before. Now, with help from his girlfriend and a couple of others, he filled each one with helium and tied it to an aluminum lawn chair. A tether tied to the bumper of his friend’s car kept the contraption (dubbed Inspiration I) from blowing away while he filled the balloons and gathered the rest of his supplies. Armed with a CB radio, a camera, some sandwiches, and a pellet gun; Larry strapped himself into the chair, said a quick prayer, and cut the tether.

His goal was to float lazily over town for a while, seeing the world as a bird does from 30-40 feet, then shoot a few balloons and descend. If he couldn’t be a pilot, he figured he would at least experience the thrill of flight for a brief time. Maybe then the dreams would stop.

But things didn’t quite go as Larry had planned.

With the tether cut, Inspiration I rocketed into the air – the jolt caused Larry to lose his glasses. He ascended at the rate of around 1,000 per minute, finally leveling off around 16,000 feet. At this altitude, Larry feared shooting a balloon would unbalance the chair and send him tumbling to the ground, so he drifter for several minutes before a TWA pilot passed him and called in a report of a man floating in a Lawn chair.

Larry drifted into controlled airspace over the airport and managed to contact a civilian radio group over his CB. After 45 minutes shivering in the cold, he finally worked up the nerve to shoot a balloon or two and began to descend. His dangling ropes tangled in some electrical lines causing a power outage. Larry climbed down the pole to safety and a $1,500 fine for piloting an unlicensed aircraft.

Have you ever had a dream you just couldn’t shake?

What if you acted on your dream and the reality was much more than you could ever hope for? What if you set a goal, acted on it, and the result made you wonder why you were so limiting in your expectations? What if you are capable of more than you can imagine?

Think of the goals you have for yourself, your family, and your business. How many of those goals remain unrealized because you’ve yet to act on them? The timing and circumstances may never be ideal, but why let that stop you? Why not start right now?

“All men dream, but not equally. Those who dream by night in the dusty recesses of their minds wake in the day to find that it was vanity; but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it possible.” T.E. Lawrence