Leadership – Page 7

The Price of Apathy

Posted on May 25, 2015 by Scott

Every day, managers struggle with problems caused by employee turnover. Finding and keeping good people is hard. Vacant positions put a strain on the rest of the team as they work to pick up the slack. Of course the problem isn’t solved once a hire is made. Getting a new member of the team up to speed takes time. They have to learn not only the mechanics of the job, but related policies and procedures – not to mention the culture of the team. In some cases, turnover is so high that it feels like you can never get caught up.

It hurts when good people quit and leave. It hurts worse when they quit and stay.

Apathy is a silent killer lurking inside just about every organization. It’s deadly because it drains the life out of anything and anyone it touches. Projects and presentations fall flat. Communication stops. Customers and coworkers languish in a sea of confusion and frustration. Forward momentum halts and business suffers.

I’m not talking about the occasional case of burnout. We all have experienced burnout from time to time. The disengagement I’m referring to goes deeper. Author Kristi Hedges reports that almost half of all US workers say they don’t even like their job, and 18% of leaders are actively disengaged.

Recently, this last statistic was hammered home with me. I was involved in a conversation with a manager whose business is losing customers like crazy. Through the first four months of the year, his territory has lost millions of dollars in revenue. When presented with the suggestion to seek out assistance with developing a strategic plan, his response was “I don’t care.”

So what causes good people to check out? Hedges offers these eight common workplace demotivators.

Micromanagement
Lack of progress
Job insecurity
No confidence in leadership
Lack of accountability
Poor communication
Unpleasant coworkers
Boredom

As today is Memorial Day, the day set aside to honor those who gave their life while serving our country, I can’t help but think about the men and women this day commemorates. Talk about engaged. Talk about the opposite of apathy.

How petty of me to mentally check out from my work when they bought my freedom by going “all in.” What better way to honor their sacrifice by giving my all to the work I have chosen.

Will you join me? Will you shrug off whatever negative feelings are keeping you from doing your best? Will you instead commit to fully engaging in making the world around you a better place?

Your organization needs you. Your team members need you. Your customers need you. They need you to wake up and plug in. They need you to care.

I hope you enjoyed your holiday weekend. I also hope you returned to work refreshed, refocused, and recommitted to do your best.

The Act of Leadership: What Do Leaders Do?

Posted on May 18, 2015 by Scott

Your actions speak so loudly, I can not hear what you are saying. -Ralph Waldo Emerson

I’ve written recently about the things a leader sees and the things a leader says. But it’s hard to ascertain the true measure of a person by what catches their eye. And anyone can come up with a great quote or two. What makes great leaders stand out is the sum of their actions. In short, you know someone is a leader by what they do.

Here are a few of the observable traits of effective leaders.

1. Leaders decide the direction. We’re each faced with a thousand decisions each day. Some are more critical than others. But some decisions affect lives other than just our own. When it comes to making the big decisions – the ones that impact customers, coworkers, and the future of the organization, leaders don’t hesitate. They instinctively know what the right thing to do is and they do it. Leaders step up and make the right call.

2. Leaders act with intention. Leaders see the promise of the future, and they communicate that vision regularly. Leaders also visualize a clear path to that vision. So when a leader acts, you can be sure there’s a reason for it. There’s an agenda. It may not always be readily discernable, but it’s there. Watch a leader long enough and you’ll start to see the master plan take shape. Leaders plan their work and work the plan.

3. Leaders serve as an example. I have three kids. I try to remind myself that they are always watching me. They see everything I do – the decisions I make, the way I respond to circumstances beyond my control, and how I treat other people. They follow my example and emulate my actions. Knowing this, I try to make sure that my example is a good one. Leadership is a lot like parenting. Leaders act knowing that others are watching and learning from their example.

4. Leaders equip others for success. I’ve said many times that I believe the number one responsibility of a manager is to develop those they lead. Ultimately, the job of a leader is to produce other leaders. Because the impact of a great leader is not felt in their presence, but in their absence. So leaders actively seek out resources that will help their team grow stronger. They look for opportunities to delegate responsibility. And they celebrate when the leader in others is revealed. Leaders participate in the education and growth of those around them.

5. Leaders let others lead. No man is an island. And no leader has what it takes to succeed in every circumstance. Strong leaders understand their own limitations and are comfortable with taking a back seat from time to time. That’s because leaders don’t focus on their own egos. They focus on achieving the vision. When someone else is better equipped to take point, strong leaders respond by following. Leaders happily step aside and others lead where appropriate.

This list could go on. There is no end to the list of positive things that leaders do. One thing I know for certain though, is that leadership is not a passive activity. Leading requires action – in a very real sense, leading is action. How will you lead this week?

The Language of Leadership: What Do Leaders Say?

Posted on May 11, 2015 by Scott

Sticks and stones may break my bones, but words can never hurt me.

This adage first appeared in print as part of the March 1862 issue of The Christian Recorder. I first heard it as a child, and you probably did too. It’s a simple admonition to ignore insults, name-calling, and other negative talk. The implication is that we should ignore hurtful language as it really has no power over us.

Baloney.

I didn’t buy it as a kid and I don’t buy it know. I doubt anyone bought it back in 1862. The truth is that words can hurt. And I’m not just talking about childhood bullying. As adults, we’re just as likely to be hurt by what someone says as any child. Of course, words can have very positive effects as well. The right words, said at the right time, can motivate and inspire.

Leaders understand the power of words. They know that the language they choose matters. So effective leaders are very careful to choose words that have the best possible impact on the people around them. Here are five types of language leaders use.

1. Leaders use visionary language. Leaders have a vision of the future and take advantage of any opportunity to talk about that vision. They are excited about what the future holds and can’t help but share that excitement. So they use words that paint a picture of the future – with all of its promise and potential. When leaders talk, people are inspired.

2. Leaders use action language. Leaders know that the future they envision won’t come to pass without deliberate action. They regularly speak to each member of the team about the role they play in achieving the vision. Those who work for effective leaders understand the specific behaviors and outcomes they need to demonstrate in order to be successful. When leaders talk, people are motivated.

3. Leaders use honest language. Leaders don’t mince words. They know that the only way to move forward is to be honest about where you are. Whether talking about the state of the business, your performance, or their own abilities; leaders speak the truth. An honest assessment of the present provides the basis for developing a set of effective strategies for improvement. When leaders talk, people are educated.

4. Leaders use uplifting language. Leaders want people to feel good about the future. And when people feel good about themselves, they are better able to develop an optimistic outlook. So leaders focus on the progress that’s being made as opposed to the setbacks. They focus on successes rather than failures. The goal of the leader is to keep things moving forward, so their language points you in that direction. When leaders talk, people are encouraged.

5. Leaders use inclusive language. Leaders need a team to move forward. They require a diverse set of skills to address the complexities of business. But because teams are made of people, they breed conflict. So effective leaders speak to the team’s abilities rather than their differences. They bring coworkers together – they don’t drive them apart. When leaders talk, people are unified.

A lot of people are confused about what make a leader. One easy way to spot a real leader is by listening to the language they use. What kind of words make up your vocabulary?

May the Force Be With You: Lead Like a Jedi

Posted on May 4, 2015 by Scott

Today is Star Wars Day; an unofficial holiday celebrated by science fiction fans across the globe. For the uninitiated, look at the calendar while you say this phrase out loud: “May the fourth be with you.”

Whether you like the films or not, there’s no denying the impact they have made on the world. Little did George Lucas know that his story would become such a phenomenon, sparking a revolution in filmmaking and introducing a mythology that has touched multiple generations. I remember when Star Wars came out. The films still fascinate me today (of course I’m talking about the original trilogy – not the prequels) and my children love them as well.

Central to the Star Wars universe are the Jedi – fierce warriors who master the Force in pursuit of wisdom and peace. They serve the galaxy and educate others while protecting the weak against the evil Sith. The Force is a mystical power – an energy that flows around and through all living things. Once harnessed, it provides a Jedi with the ability to influence other people and objects around them.

Jedi are widely respected and admired. There are many who aspire to become Jedi, but only a handful have the discipline and focus to achieve master status. I don’t know about you, but that sounds a lot like the workplace I find myself in every day. Wouldn’t it be great if we could master the Force? Wouldn’t it be exciting to have such a powerful influence on our coworkers and customers?

In honor of Star Wars Day and the highly anticipated seventh movie currently in production, here is a trilogy of quick tips for tapping into the Force around you along with some illustrations from the making of the Star Wars films.

1. Always bet on your own success. George Lucas wasn’t very optimistic about Star Wars. He felt that Close Encounters of the Third Kind, directed by his friend Steven Spielberg, would be the box office hit of the year. Spielberg felt that, while his movie would be successful, Star Wars would prove to be something special. So the two agreed to give each other 2.5% of the proceeds from their movies. Lucas’s reservations about his own success has earned Spielberg millions of dollars every year since.

2. Let mistakes become part of your story. Mark Hamill, who played Luke Skywalker (one of the story’s central characters) was injured in car wreck just prior to the filming of the trilogy’s second movie, The Empire Strikes Back. He sustained severe trauma to his face that significantly altered his appearance. Rather than let the incident derail the entire film, Lucas wrote a new scene for the beginning. Luke, out on patrol on the ice planet Hoth, is attacked by a Wampa beast; making his facial scarring and altered appearance part of the story.

3. Listen to your fans. Some of the ideas Lucas had for his movies didn’t make it into the final version. Technology had not advanced enough for some of the more demanding scenes he’d envisioned. Years after their release, however, Lucas decided to go back and adjust the films; adding in these missing scenes and cleaning up some of the “wonkier” effects shots. The fan base went nuts and claimed he had ruined the movies with his “fixes.”

We all want to be part of something successful. We want things to go our way and for our customers to react enthusiastically to what we offer. I believe that by treating every aspect of our job as a masterpiece, working through the inevitable problems we face, and viewing our customers as partners, we can tap into the forces that guide us to success.

May the Force be with you!

The Look of Leadership: What Do Leaders See?

Posted on April 27, 2015 by Scott

One of the most common myths about leadership is that leaders are born; not made. While some people may be predisposed to leadership due to innate personality traits, we all have the capacity to lead. And like just about any other skill, leadership can be developed and mastered. It starts with a choice – a choice to actively engage in the activities found in effective leaders. To become a leader, you must do what leaders do.

For the next couple of weeks, I’ll share some of the traits exhibited by strong leaders. Today, I’ll start by exploring some of the things that leaders see. Here are five things that catch a leader’s eye.

1. A bright future. Leaders are optimists. They choose to believe the best days lie ahead for their business and the people they serve. This vision is so compelling that they are driven to make this possible future come to pass. They are drawn to, and seek out, others who share that vision. Ask a leader what the future holds and they’ll tell you “something good.”

2. A way forward. Focused on attaining the most desirable future possible, leaders are always seeking the path that will take them there. Faced with any number of decisions every day, they make choices that present them with the best chance of moving forward. Ask a leader why they made any particular choice and they’ll tell you it was the choice that moved things in the right direction.

3. Opportunity in adversity. Of course, things don’t always go as planned. Circumstances change – for any number of reasons. But setbacks don’t represent failure to the effective leader. They represent learning opportunities. They provide valuable lessons that help them prepare for even larger challenges down the road. And they often force a different way of looking at things. Problems can lead to new discoveries – discoveries that could only be made under adverse conditions. Ask a leader why they remain calm and focused during a crisis and they’ll tell you it’s because they’re focused on the upside.

4. Their own limitations. Leaders are confident in their own abilities; but are aware of the limits of those abilities. They don’t pretend to be perfect, or to have skills that they don’t. False bravado or pretention hold no value for the leader. In fact, they can prove disastrous. So leaders maintain a realistic vision of just what they bring to the table – and what they do not. Ask a leader to describe their strengths and weaknesses and they’ll tell you the truth.

5. Potential in others. Armed with a focus on the best possible future, and an understanding of their own strengths and weaknesses, leaders are always on the lookout for others who can help move things forward. They seek out others who possess skills that enhance the team and make the organization stronger. Often, leaders see potential in you before you see it yourself. Ask a leader why they push you out of your comfort zone and they’ll tell you it’s because you are more capable than you think.

There’s definitely something different about an effective leader. They look different. That’s because they see things differently.

Get SMART: Turning Great Ideas Into Strategies

Posted on April 20, 2015 by Scott

So, you received your goals for the year. And rather than letting the future fall to chance, you decided to take control. You pulled the team together and generated a list of ideas – ideas that you hope will make the difference between meeting your goals and falling short; ideas will guarantee success rather than failure.

But what to do now? How do you take this list of ideas and turn them into workable strategies?

The key is to focus on SMART Goals. The acronym SMART is a method for turning an idea into a well-defined strategy that you can implement. It stands for:

SPECIFIC – Tells us exactly what we’re supposed to do.

MEASUREABLE – Allows us to determine the impact and whether or not the strategy was successful.

ATTAINABLE – Has buy-in from the team. Everyone feels that we can accomplish it.

RELEVANT – Helps achieve the overall goal we’ve set out to accomplish.

TIME-BASED – Has defined start and stopping points. We know when it’s over.

To illustrate the power of SMART goals, let’s use a personal example. Let’s say your family has decided to go to Disney World for vacation this fall. After analyzing your vacation budget and the costs associated with the trip, you set a goal to raise $5,000 in order to make the trip happen. So you have a meeting and brainstorm ideas to come up with the money. Ideas include…

Garage sale
Cut back on eating out
Get a second job
Sell blood/plasma
Discontinue the cable TV
Etc.

After brainstorming your list of ideas, you determine which ones have merit and which ones should be discarded. What’s left is a list of great ideas, but no defined strategy. We need to use the SMART Goal filter to turn the ideas into strategies.

For instance, let’s take the second idea on the list – “Cut back on eating out.” Perhaps your family eats out an average of five times per week. Each meal costs you around $50. Armed with this information, you refine your idea using the SMART goal filter. “Cut back on eating out” becomes “Reduce eating out from five times per week to 3 times per week during the months of April and May, saving $800 ($50/meal x 2/week x 8 weeks).”

Now your idea has been transformed into a workable strategy that moves you closer to the ultimate goal. Complete the same process with each idea from your list that you’ve determined has merit. Make sure to develop enough strategies to meet, or exceed, your goal. After a period of time, assess your progress and make any adjustments necessary to remain on track.

Get the most from your team by tackling those goals together. Use brainstorming and SMART goals to move the team forward. Here’s to your success!

Into the Storm: The Basics of Brainstorming

Posted on April 13, 2015 by Scott

The 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.

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.”
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.
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.
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.

Leading the Race

Posted on March 30, 2015 by Scott

Saturday I participated in a 5k run – my first ever. It was a Color Run. As you make your way through the course, you get blasted with a variety of colored powders. You can tell someone has finished a Color Run because they look like a crayon factory exploded around them.

The organizers of the Color Run promote it as a giant party; a celebration. There’s music, dancing, give-aways, and lots of cheering. It’s easy to get caught up in the excitement and energy of the event and, as a result, almost impossible not to finish the race.

I was there to jump-start my personal fitness campaign. Others were there to test themselves physically – to set a new personal best time for completing the run. Others were there simply to enjoy the weather and time with friends. But while we all had different reasons for being there, we all had the same goal: to finish the race. Everyone participating in the 5k had the same end game in mind. We wanted to cross the finish line.

The organizers of the Color Run had a goal too. They stage these events in order to make money. We’d all paid a fee to be there. But they know that in order to be successful, we had to be successful as well. No one comes back for the next race if they have a bad time. So the people in charge – the leaders – made sure to create an environment that almost guaranteed we would succeed.

How did they do it? I thought you’d never ask …

1. They prepped us for success. In the weeks leading up to the event, I received informational emails that told me everything I needed to know to have a successful run. They told me what time to arrive, where to park, and what to wear. They provided maps, FAQ’s and other resources to assist me in reaching my goal. When Saturday finally rolled around, all I had to do was show up and run. Leaders understand the importance of addressing barriers to success up front. They prepare their team for success.

2. They encouraged teamwork. There were individual participants at the run, but I’d bet most people came with a team. My wife and daughter went with me and it helped knowing I wasn’t running alone. The Color Run organizers made teamwork easy by allowing you to create teams during the online registration process. They know that with running, as with most things, going through it alone is harder than going through it with a support group. I saw teams with similar t-shirts on. Other teams wore matching tutus, or costumes, or headgear. And I noticed that those running as part of a team seemed a lot happier and more energetic than those running alone. Leaders understand the importance of shared experiences. They encourage teamwork.

3. They created an engaging environment. When we pulled up to the designated parking area, it was easy to tell we were in the right place. We still had a short walk to the start line, and we couldn’t see anything, but we could hear it. The sound of up-tempo music and cheers found their way to our ears. As we approached, we could see the crowd gathering and the colorful flags that marked the event. People driving by – who weren’t even participating – slowed down and craned their necks to see what was going on. It was obvious that the environment at this place was different. It made others want to join in and made me feel proud to be involved. Leaders understand the importance of context. They carefully craft an environment conducive to success.

4. They celebrated our milestones. Finally the race began. As we progressed, we passed through a series of colored arches spread out along the course. Passing through each one represented the completion of a stage of the run. And with each milestone you passed, volunteers sprayed you with colorful powder (hence the name Color Run). These volunteers didn’t just throw a little color on you, they cheered for you. They celebrated the fact that you had made it to that point. And everyone wanted that feeling. Some participants walked the entire course – except for when they crossed a milestone. As they approached each arch, these people picked up the pace, raised their fists in victory, and gave out a shout. And that mini celebration gave them renewed energy that propelled them closer to the finish line. Leaders understand the importance of small victories. They celebrate with you every chance they get.

5. They made everyone feel like winners. I didn’t finish first. I didn’t finish in the top ten, or even the top 100. But I finished. And the same people who greeted the first runner across the line greeted me. I had a medal thrust into my hands and I joined in the party at the end of the event. I didn’t “win,” but I felt like a winner. Because I had accomplished my goal. I ran a 5k without having a heart attack. And it felt good to look around at all the other participants who had achieved their own personal goals that day. I have no idea who crossed the finish line first. The organizers never announced a first, second, or third place. It really didn’t matter – because we all won. We all achieved the goal. Leaders understand the importance of personal achievement. They know that if you don’t win, they don’t win.

My legs felt heavy Saturday afternoon, but my heart felt light. And I thank the organizers for leading me across the finish line. I’m looking forward to my next 5k and to achieving my next goal.

What Is a Leader?

Posted on March 23, 2015 by Scott

Everyone likes to talk about leadership. And everyone seems to think they know what it takes to be a leader. Truth is … most people have it all wrong. Leadership – true leadership, has become hard to find. In its place, society seems to have embraced a watered-down shell of what leadership is really meant to be. I think the decline of real leadership is due, in part, to the perpetuation of several myths.

1. You can’t lead unless someone reports to you. There are a lot of young, promising leaders out there who feel they have to attain a position in management to become a leader. This misguided perception means we miss out on the benefits of their leadership. And while they wait for a position to validate their worth as a leader, they risk missing out on potential for further personal growth.

2. Having someone report to you makes you a leader. On the other hand, there are plenty of managers who feel that just because they are in a position of authority, that this makes them a leader. This is a dangerous assumption. It causes many good, productive, well-meaning employees to suffer at the hands of misguided people on charge. Studies show that one of the top reasons people leave a company is the absence of quality leadership. Poor leaders cause irreparable damage to individuals and organizations.

3. Leaders are born not made. Another common misconception is that only a select few have what it takes to lead. Everyone had leadership potential inside them. It’s just that some have yet to tap into that potential. Some indulge in self-limiting beliefs. Others let the negative opinions of others hold them back. Leadership is a skill. And just like any skill, it has to be developed. It has to be nurtured, tested, and grown.

4. Leading means giving orders. We all know someone who just loves being in charge. They love making decisions and telling others what to do. Some of the people I know who fit this description are three year olds. Others are adults. Bossing someone around doesn’t make you a leader. Leadership entails so much more than just giving orders. Some of the best leaders I’ve encountered contributed more by following directions than by giving them.

5. Leaders are perfect. Nobody is perfect. Nobody. Managers who feel they can do no wrong are dangerous people. Followers who blindly assume the man or woman in charge have it all figured out are just as dangerous. Leaders, more than anyone else, understand that they need other people to be successful. They know that without others to provide counsel, differing opinions, and unique viewpoints; they are doomed.

So what makes a leader? How do we define leadership?

The best definition of leadership I’ve seen goes something like this: People follow you.

Regardless of your position, regardless of your pay, regardless of your background – if people choose to follow you, you are a leader. Leadership then isn’t about titles or responsibilities or pay grade. Leadership is personal. Leaders are the people who behave in ways that cause others to want to be around them. Leaders get followed.

So, who’s following you?

Survey Says …

Posted on March 2, 2015 by Scott

This 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.