The glue that holds a winning leadership team together is not some undefined ethereal force that only appears once or twice in a lifetime. It is the product of synchronised minds and attitudes.

You probably have, on the whole, the right team in place to get your company moving – but you may not know how to work together to strike gold. Our research suggests that there are six conversations that need to consistently take place within the executive team in order to deliver results far beyond what team members think possible:

1. Ambition conversations

What joint ambition would motivate every member of the team to take risks, make genuine personal changes and reach for the extraordinary rather than settling for good enough?

2. Relationship conversations

How will you make the time to build the mutual understanding of strengths, weaknesses and motivators that allow you to draw the very best out of each other – and to create the trusting environment that will permit truly searching and challenging debate?

3. Accountability conversations

How do you ensure that the tough conversations take place, those that are needed to hold each other to the highest standards – both of behaviour and on delivery?

4. Priority conversations

How do you make hard choices and get agreement about the few, key priorities which need to be driven? Not only the priorities for your customers and financial stakeholders but also the things you will focus on for processes and people to deliver those?

5. Delivery conversations

What will you do to overcome silo thinking in order to jointly plan and deliver the cross functional activity needed to drive results?

6. Learning conversations

However well you plan, your customers, markets and people will never respond exactly as you expect. Your ability to deliver, and to sustain progress, will depend on powerful and insightful conversations to understand what has happened and decide how to respond.

If any of these is missing, the effectiveness of your team will be compromised, results will be harder to achieve and your job as a leader will get ever more difficult.

Chris Henderson

http://www.onethirdmore.co.uk

I write this article not as a personal story but from the perspective of a consultant who helps companies create change to improve their corporate culture.  This writing is more about the type of business acumen the health care field has in the US versus Canada.  I will not disclose details to ensure confidentiality.

When a business needs to be competitive, what is the best strategy to use?  The answer should always be customer service because it incorporates every aspect of the business.  From communication to service to production to follow up, customer service should be first and foremost.  As research shows, customers and clients tell a lot more people when they are dissatisfied than when they are pleased with the business or service.  It is interesting to think how these statistics have amplified given technology and the social media wave everyone is riding lately.

The difference between hospital care in the USA and Canada is not the industry but in the business sector.  The first is a for-profit business that is competitive and the other is a government run, not necessarily for-profit business that most Canadians receive as a no or low cost benefit.  Competition is not needed in the later.

The difference in customer services between the two systems seemed leaps and bounds apart.  The USA hospital service was clearly about care as well as a great customer (patient) experience.  Each staff member introduced them self when entering the room, each one was well dressed and neat in appearance.  Even the maintenance man wore a dress shirt and business slacks.  Each service ended in “can I do anything else at this time”?  Every person had the company logo on their shirt along with their first name and legal identification.  They even went so far as to put their meals on menus like a restaurant with the daily meals, calories and carbohydrates listed. 

The icing on the cake . . . actually there were two icings:

1.  Every room had a white board in it where staff recorded the names of the head RN, attending RN, RN assistant, MD and specialty, tests to be run, goal of the day, estimated time waits/service needed and other extra information items.   

2.  Each medical doctor, regardless of speciality, handed out a business card on the first visit.          

As a user of the hospital systems in Western Canada, my jaw hung open and I asked “do you see a difference?"  It became evident to me quite quickly that competition is key in the USA; whereas Canada seems more about location and entitlement.  I think this level or difference in competitiveness translates into a vastly different business focus and corporate culture goals, even though the hospital medical services are the same business.

So regardless of your industry or business sector, what drives your company to do well?  Is your target market somewhat specialized so you don’t need to do the extra?  Is your status of NGO, NFP or FP a driving factor in how you conduct business?  Is customer service as high on your priority list as it should be?

I hope you are asking yourself "what is our customer experience" and "what do our customers say?”  Have you put enough emphasis and practices on this dimension in your everyday functioning and processes?  Are you prepared to let your competition outshine you and take customers? 

Contact us at 604-468-9094 or pam@thepossibilities.ca to book your People Change Strategy Session.

As a family, we have a personal preference and fly a certain airline.  On this airline we have come across many differences in ‘puppy travel in the airplane cabin.”  We have experienced the relaxed “she is so adorable” to the over-the-top “don’t unzip the puppy travel carrier bag even one inch”.  We have also experience the “here are the rules to a T” and the other extreme of “you must be aware of how this dog travel works by now”. 

The common denominators are the airline, the in-cabin pet policies and us travelling with the cutest dog there ever was on a plane.  The uncommon denominator is the airplane personnel using their discretion to serve us as puppy travellers.

Most recently we experienced a frustrated airline stewardess while we were trying to give our puppy a drink of water (she was still in her travel bag).  The lengthy amount of time in a travel bag because the flight was delayed and with no water had us concerned.  The scorn was obvious from the frown of disapproval and the head shake as she stomped away from our aisle. 

Now I am not professing a problem with the airline and their pet rules nor am I defending/justifying our actions.  My issue is with the different personnel and how they administer puppy travel rules – are they based on TSA or cuteness?

When I think about the different companies and corporations I have worked with, I am quickly reminded of the biggest cause of customer service problems – inconsistency in the degree and level of discretion used when implementing rules.  Because every employee is individual and unique, so are the interpretations of what they can do, how they interpret the rules and the extent to which they can accommodate the clients and their needs. 

It is not usually until there have been a number of complaints and issues with policy adherence, interpretation or waiving that business recognize there is a problem.  So let’s ask a few questions:

1.  Are your staff clear on the degree and level of discretion they have?

2.  Do your staff know the lower and upper limits of policy amendments allowed in customer service?

3.  When discretion problems arise, do you focus on the employee, the policy or the discretionary rules?

If you have come across these situations often and continue to have problems with policy interpretation or degree of discretion then it might be the right time for change in your company.  Contact us at 604-468-9094 or pam@thepossibilities.ca to book your Alignment Strategy Session.

First impressions start when there is distance between you and your customers, contractors and vendors. It is all about what is seen first – the approach, appearance, punctuality, preparedness and greeting.

A great time and opportunity used to assess a person, either knowingly or unknowingly, is to watch him or her approach. We observe the pace of the stride, the degree of hurriedness and how they carry themselves. Do you find yourself scurrying around all the time like a mad person? Do you slouch a bit when you aren't paying attention? Do you hold your head up or keep it down? Does your vehicle dash resemble a garbage can or is it as cluttered as your desk?

Another level that is automatically assessed is our appearance. People will check to see if your clothes are clean and pressed, if your hair is kept neatly or your nails are cared for. There are a couple key rules that all business people must adhere to and when they don’t, the language they speak is not impressive or conducive to business. Do you make sure there is a crease in your pants (even if they are jeans)? Is your shirt tucked in and neat (or freshly changed if needed)? Is your attire one step up from your client or customer?

When the proximity is short and face to face happens, the measurement of first impressions continue because people pay attention to punctuality, readiness and greeting. Easy measures at this level include asking yourself how often you apologize for being late. Do you look prepared to work or have you forgotten your pen, some paper or a business card? Is your handshake and greeting appropriate or over the top because you are still feeling rushed or late? Is this the right time for a “fist-bump” or a “high-five”, seriously?

Last but certainly not least is the language of smell. You got it – the nose is a very sensitive and accurate assessment. Did you just have a quick cigarette before meeting this person? Have you worked up a sweat today and might need to freshen up a little? Is the mist on your cologne or perfume too generous? Did you just apply your new mango, lemon and cinnamon lotion that smells . . . confused?

These are just a few examples of the different languages we use to make first impressions. We can call this etiquette, we can call this common sense or we can call this new learning but what it really means is that we say a lot to people about ourselves long before the hand shake.

Since we all come from different sectors, communities and business industries, it is difficult to prescribe one perfect language that will fit and work for everyone. One commonality that is possible for every business person is to ensure that you speak a clear and confident message of ability and capability. If clients, customers, contractors and vendors see that you take care of yourself, your vehicle, your time and your looks, they will get the first impression that "I can trust this person to take care of me because I see how they take care of themselves and their business".

Take a few minutes to see what others see or observe around you for feedback. Once you know your strengths and challenges, then you can hone your language so that first impressions work toward confidence and more business.

If your leadership team and staff could beef up their first impressions and build a better language, contact us at pam@thepossibilities.ca or 604-468-9094. There is nothing better than having great looking employees that create an atmosphere of confidence and "can do" attitudes.

This last fall, I had an experience that provided some big education.  I learned that how we measure time can be as effective as how we manage it.  Here is my story.

We live in beautiful, British Columbia which operates on Pacific Standard Time.  In the fall we set the clocks back one hour and in the spring we set them forward one hour.  As a Saskatchewan girl, this doesn’t make sense nor does it feel natural to me yet.

Last fall the daylight savings date was November 6^th and we diligently changed each and every clock in the house, in the office and in the car . . . or so I thought.  On November 23^rd I was in a concurrent session at a conference when my mind started to wander.  I checked my watch to find out how much time was left.  To my surprise I realized that the watch on my wrist (that I wear every day) had not yet been adjusted. 

Now to anyone else, this might seem like no big deal but to someone who regularly teaches time management and repeatedly emphasizes the importance of time . . . it was  a big shock that I missed this key point.  At first I beat myself up and questioned what I taught, how I taught it and the degree of effectiveness.  After enough time to think and process more clearly I found myself asking more questions and  making less judgement.  Some of my reflections lead to questions like:

1)  Does time mean the same to everyone?

2)  Do we all use the same means for measurement purposes?

3)  If a clock is not present, what do we use to measure time?

4)  In the face of technology and cell phones, have watches become jewelry?

This situation and reflection has me rethinking a few things.  So before I jump back into time management strategies that are based on a 24 hour clock , should I be asking more questions rather than teaching?

Here are a few questions to get you thinking about your own time management:

1.  What do you use to measure time – hours, contracts, proposals or widgets?

2.  If you could use a better measure for success, what would it be?

3.  How much do you rely on a 24 hour clock to dictate your processes and productivity?

I still have not figured out if effective time management is something that we are born with or if it is something we learn . . . the debate continues in psychology.  I also wonder if time management is a better measure of passion or organization and skill.  I have figured out that my watch has become more aesthetic than functional and I have shifted to measuring my activity based on productivity.  Did I get this article done in a scheduled hour or is it done when I get to the end?

If your employees struggle with managing time, deadlines and workflow contact us at pam@thepossibilities.ca or 604-468-9094.  There is nothing better than sorting through the problem areas (and people) to create solutions that will align your staff and improve your productivity, retention and morale. 

It is important that regardless of structure, there is a level of respect, consideration and trust within employee relationships.  Often when people work together for long periods of time, they get to know each other on a personal level and include conversation about home, life, family as well as their work.  They may also begin to spend time together on a social level outside of the office.  How well employees get along and the strength of the connectedness is usually easy to see and measure (also known as morale). 

Most employers actually want their staff to have friendships as well as working relationships.  It forges the trust and respect and increases retention because of a feeling of belonging.  But should this also apply to supervisors and their employees?  Should supervisors be friends with their staff outside of work or does this blur the lines of authority and supervision?

Let me pose a few questions to get you thinking about this further:                                   

1.  Will supervisors make different decisions because of emotion?

        I don't want to hurt this employee's (my friend) feelings?

        I don't want to run the risk of having him/her made at me because it will ruin our friendship.

2.  Does objectivity get lost when balancing decisions and actions on "friend or employee'?

        I know this person well and he/she does not like doing tasks like this?

        Bob is going through a tough time at home, now might not be the best time to make this request of him.

3.  Will favouritism enter the workplace?

        Sue always gets off easy because she is a friend of the manager.

        I won't bother asking for that project because the supervisor will give it to one of his "drinking buddies".

The research is vast and reliable to show that employees don't leave jobs, they leave bad bosses.  There is a fine line between supervisor and friend and this line can help workplace relationships or get in the way to create bad managers.  There is no "across the board" answer to this question – each workplace, department and team must do what fits for them. 

What is essential, regardless of level of interaction and sociability, is open and honest communication amongst colleagues.  Be sure to put problems, ideas and options on the table for all to see – be transparent.  If subjectivity is true, then it should not be an issue to explain rationale, decisions, appointments and requests.

Are you a transparent supervisor or is friendship getting in the way?

If your management and staff are struggling with morale, relationship fit and crossing those fine lines, contact us at pam@thepossibilities.ca or 604-468-9094.  There is nothing better than sorting through the problem areas (and people) to create solutions that will align your team and improve your productivity, retention and morale.

If company ABC earns 7 million/year and spends $50K for training, this company is sending the message that the value of their employees is not even 1% of revenues.

If company XYZ profited $500K last year and spent $3K for employee training, this company is investing less than 1% of their profits back into the staff that made it happen.

Question:  should the amount spent on employee development matter if the company is private, franchised or corporate?

I will never prescribe that budget lines for training and development should be a certain percentage of revenue. The uniqueness of each company and the employees they house should be a larger proponent of training dollars than profits.

It is a simple process to assess if performance, productivity and HR benchmarks are hitting the mark – your dollars and cents will tell you this. It is also easy to diagnose what isn't working – you just need to ask your employees.  They will give you the truth, unless trust is an issue in which case an outside consultant/trainer will be needed to get an accurate assessment and recommendations.

Once you have identified the problems, issues and gaps, you are in a better position to implement training and development for solutions. For continuity and rapport building with your staff, keep the same consultant to implement the solutions and change.

The amount of training and development required for each company, with their respective set of staff and issues will differ, so training frequency and cost is not one set formula.  What can be regulated is the degree of change after the training – evident and tangible results should be evident and measured by HR metrics as well as production and sales.

If changes aren't long-lasting or do not occur at all, then the problem may not be accurately defined or the training may be missing the mark.

Whatever you do, please don't keep doing what does not work. Implement change and solutions by giving your staff the knowledge, skills and abilities to perform well and excel in your company.

If you read this and don’t have confidence in your training and development program or budgets, then you are a prime candidate.  Contact us at pam@thepossibilities.ca or 604-468-9094 to arrange a Change Strategy Session to diagnose the problems that exist with your company and staff so we can develop a program for change and budget. 

I would like to give you a few symptoms evident in people and the workplace that might be warning signs that the need for change is sneaking up on you:

Change & Options

For you and your staff:

- easily frustrated with people or minor issues

- feeling increased pressure from upper management

- avoiding situations whenever possible

- feeling exhausted from fixing others, problems and situations

- seeming like the “referee” most of the time

- feeling time strapped with endless issues and conflict

 - feeling stress that did not use to be present under normal conditions

For your company:

-  an increase in sick days taken

-  turnover numbers on the rise

-  a general sense of tension in the air (but without an obvious cause)

-  lower morale that hinders interest and willingness

-  lack of social interaction or stories of fun

-  enthusiasm is gone and “feels like a job”

-  sales, production and profits are variable and not hitting targets

-  an endless list of meetings with little productivity or change coming out of them

If you identify with any of these bullets, then you are a prime candidate for change.  Visit our website to read more about change management strategies in the workplace.  Contact us at pam@thepossibilities.ca  or 604-468-9094 to arrange a Team Change Strategy Session to diagnose the problems that exist in your company and staff. 

I will never profess to be well versed with technology and the future is not looking much different.  Until now, I’ve gotten away with learning enough to get by and contracting out the majority and in depth difficult pieces.  Does this work – absolutely!  Will this continue to work in the future – not for long! 

There is always a fine line that indicates how much we can “get away with” and “when it is necessary to change”.  This fine line is not always evident but can become obvious when stress and frustration exceed acceptable levels. 

In workplaces, pushing the limits can be the norm and how groups function for extended periods of time.  Teams, units and departments may continually work within processes and atmospheres that are not optimum, efficient or effective.  Unfortunately, even though functioning and performance is below optimum or even acceptable levels of productivity, there is a tendency to keep doing what is predictable and comfortable . . . even if it is wrong or ineffectual.  It is only when people and situations are pushed beyond  . . . that crisis hits and people are open to change.

The key to change is not always about what needs to be implemented, but catching it early enough.  The signs that indicate when people, things and processes are not working well are usually obvious – tension in the air, low levels of productivity, poor morale, absenteeism and lack of cooperation and communication. 

Starting with today, all I want is for people to achieve a new level of awareness.  I want people ask themselves key questions for change:

1.   How come we are not compelled to change this situation?

2.   What would be the hardest part to tackle?

3.   Who would need to be the impetus to change?

These questions are not about creating and implementing change but instead are about understanding what keeps you from changing what does not work.  When you understand what makes things comfortable (and even predictable) then you will understand the reasons for not imposing change.  Doing what doesn’t work may not seem effective but it is at least “normal”.  Change is difficult – it is the hardest road to take even if promise and improvement is on the other side.

Contact us at pam@thepossibilities.ca to talk about managing change in your business or coordinating a training session for your staff (live or webinar).  Visit our corporate training topics to explore other areas where you can create change in your workplace. 

If you have set up SMART goals, then measurement is very easy and you don’t need to wait until the year end to assess.  SMART goals follow the acronym by being: specific, measureable, attainable, relevant and time bound.

Can you see a difference?

I want to lose this extra weight.

I want to lose 25 lbs for summer.

Although both goals are specific and measureable, the second one is SMART because it adds the aspects of attainable, relevant and time-bound. 

If you are serious about setting great goals for 2012, then take on a bigger challenge and set SMARTER goals.  These take SMART goals two steps further by adding the need to evaluate and re-evaluate.

Staying with the examples above, a SMARTER goal would be

            I want to lose 5 lbs every month.

With a goal like this, you can assess at the end of every month the degree of success, what worked and what did not work.  From there, the goal might change as you move forward and look like this

            I want to work out 3 times per week to lose 5 lbs every month.

This being a new year, keep in mind the essence of goal setting:  be clear on what you want.  Drop the vagueness, the niceties and the glamour and nail down what you will do in a SMARTER way to reach your goals.

We wish you all the best in 2012 and hope you have all the success in life, health and business.  If you need a hand setting SMARTER goals, then drop us a line at pam@thepossibilities.ca so we can help get you started.