Remember last time we talked about kids playing football on a playground? Well now it’s time to put even more “explicit” detail to how those basic principles apply to organizational success. Sometimes with the fast pace of our modern business climate, it’s not always easy for managers to find time to do the things they really should be doing – getting results with and through the organizational team. Instead of always worrying about “fires” or seemingly endless “crisis” that occur, a focus on these things will create both more time and more productivity for company leaders. Here are five tips to take your organization to a new level of success…

1)    Define the playing field within your organization. What are people expected to do on a daily basis? Make sure you explicitly define –

Conditions of Employment (Things that people are expected to abide by like no stealing company property, having the ability to get to and from work, possibility of working overtime etc.) Conditions of Employment are those “no-brainer” kinds of things that many times get ignored because the assumption is that “intelligent people are just supposed to know that already.”

Minimum Standards of Performance (The exact expectation of productivity and results that must be consistently achieved in order to maintain employment)

Operational Boundaries (Not being late, getting reports done on time, being responsive to communication such as calls, e-mails and texts etc.)

2)    Define what high performance looks like for every specific job within the company. In order to create more buy-in from your team, do this as an exercise where you have everyone write their definition of high performance and then collaboratively put them together in order come up with a succinct statement. This creates lots of energy within the group and people are excited to be a part of defining their role and what the expectations are for them to succeed. This really defines what needs to be done and how it needs to be done every day. These definitions of high performance for every job need to be posted on the wall. Again, they should be clear statements that everyone understands – not amorphous “academic speak” that nobody gets or even cares about.

3)    Once the definition of high performance has been laid out, then accountability needs to be created AND communicated. Everyone needs to understand what the consequences will be for “exceeding the boundaries” or for poor performance. They also need to understand what the possible rewards and recognition will be for achieving high performance and/or going above and beyond the call of duty. Explicitly communicate both the consequences and the rewards so everyone knows exactly what to expect.

4)    Define the goals for the company as a whole and for each department and then communicate these goals with passion. Don’t imply what the goals are because that creates ambiguity. Be explicitly clear what the goals are and talk about them daily in short, five to ten minute “huddles” within each department. These “huddles” should talk about the company vision, mission, values and goals. Pick a value each day to discuss and talk about wins, misses and solutions on the road to achieving the goals.

5)    Make sure that, as a manager, you are consistent with your message. This consistency will make or break your “personal power” within the organization. Personal power is the level of respect and credibility that you earn from employees. Remember that when someone exceeds the boundaries or is performing poorly, they have to be accountable. The number one de-motivator for people in every industry is having to pick up the slack for a poor performer. Be consistent and passionate about communicating the goals, working on the playing field for success and making sure you are “explicit” and not just “implicit”.

So the next time you see some kids playing football in a park, think about the organizational lessons they already know at such a young age. Many times we learn things when we’re young and just forget the basic principles for success. The good news is, we can always re-learn what we’ve lost and, in many cases, the principles are still there. We just have to decide to slow down, think about what works and then actually do it.

Michael Stahl – Senior Performance Manager, Frontline Performance Group

Have you ever seen kids playing a game of American football on a playground? It’s pretty interesting because what they do could actually teach senior management at many companies a core secret to creating “inspired performance”. Of course inspired performance is when employees are totally committed to their company, their team and their customers. It’s when an organization has a team of players that doesn’t just do what they are told but that does what needs to be done – on a consistent basis, all the time, because they actually WANT to do it, not because they HAVE to do things. This is the exact opposite of a team that is only “compliant” – defined by a burning desire to “do their eight and hit the gate” without expending any more effort than they absolutely have to in order to keep their job.

SO…

What is it that kids do on a playground when they are getting ready to play a game of football? Well, they define the boundaries of the game first and they make sure that all the players on the field know exactly what it takes to succeed and move the ball down the field. Everyone knows what is “out of bounds”, what it takes to get a “first down” so they can continue playing and everyone also knows where the goal line is and how they can score a “touchdown” to be successful.

Even young kids know the importance of making sure that all the players on the field are on the same page and know what they need to do to succeed. Yet, astonishingly, many organizations never clearly define their organizational “playing field” to the team and they don’t even know what high performance looks like. Employees are sometimes running in the dark, not knowing where the goal line is and not really understanding what they are expected to do to score a touchdown. In some cases, accountability standards are set up and recognition programs are put in place when employees don’t even understand the definition of high performance. In essence, people are expected to “take the hill” with no clear long-term goal in mind even if they reach the summit. This is a too common scenario where people have no idea of how to be excellent and no standard to aspire to in order to be their best. It is hard to consistently exceed past, best performance when nothing is defined and the only constant within the organization is ambiguity.  

Next week I will provide five tips to take your organization to a new level of success. For this week, I would like you to think about being “explicit” instead of “implicit”. Many managers typically say things like, “Oh my people know how I think. They know what I want”. When, in actuality, since they are not mind readers, they really don’t know what you are thinking and they don’t know what is expected of them. The only way people can truly know what they need to do to succeed in the organization is to have that message clearly and explicitly communicated by the leadership.

“Implied” communication will never mazimize the performance potential of an organization. Although many managers tend to think an “unspoken request” will get results from their people, that only serves to create confusion and frustration. Go to a drive through window at a fast food restaurant and see how successful you’ll be with your order while executing a strong “unspoken request”. While that may seem like a ludicrous analogy, the way some managers expect to communicate with their people, through only vague implications, is just as outrageous.

This week, work on being totally explicit instead of just implicit with your communication. Next week we’ll delve into five specific and explicit tips to maximize your organization’s results.

Michael Stahl - Senior Performance Manager, Frontline Performance Group 

“This one step – choosing a goal and sticking to it – changes everything.” – Scott Reed

I’m going to lose 10 pounds…I’m going to work out 5 days a week…I’m going to eat healthy.  Does that sound like something you said to yourself or told everyone around you when you were enjoying the holidays - that it was all going to change after the New Year?

I’m going to improve my numbers…I’m going to turn my store numbers around…I’m going to be your new top performer.  Does that sound like something you said (only to yourself of course) when you were looking at your internal peer ranking or company sales report?

Both are two glaring examples, from our personal life and workplace, of things that are 100% in our control.  That’s right; I said it…100%. So you may wonder, if it’s totally up to me, why is it that I start with good intentions but end with the “oh well, I tried” attitude for the remainder of the year? Below are some of the things that keep us from hitting those targets or making it a breakout year.

I don’t see the change - You’re eating right…you’re going to the gym…you have a positive attitude at work…you’re trying to offer your products or services differently but you don’t seem to be seeing any of the fruits of you labor. Change in behavior takes time – you need patience. Just as it takes a while for your body to react to your new lifestyle, it takes your brain a while to ingrain the new sales techniques at work. Fight through the voices in your head that are telling you that your effort is wasted…you’re on your way!

Lack of planning- Whether it’s your lifestyle or taking your career to another level, the fact is, the individuals who will succeed are those who have a plan. Making permanent changes will call for a bullet proof game plan that provides you with a clear idea of what to do. Find out who your resources are and seek assistance. Call on your friends or family members; ask your manager or direct supervisor for guidance.  Make and work your plan.

The Grind – It takes time to build strength or endurance to take on more weight or add time to the treadmill. It also takes time to get comfortable with your new sales presentation. It’s different than what you’re used to but after you say it over and over again with clients on a daily basis, you begin to build strength in your presentation. As you gain more confidence in your presentation you begin to believe in yourself…when you believe in yourself you start to make a difference. You lose 2 pounds…you improve your sales performance. Stick with it, you’ve just begun.

Unrealistic goals- Your goals in your personal and work life need to be specific, measurable, attainable, realistic and time bound. If your current goals don’t meet those criteria, you need to go back to the drawing board until they do. Too often people set unrealistic goals that end up leading them down the road of failure even before they start. I want to be the top performing person in my store or area…although you can certainly get there, it may take longer than you anticipated. Set smaller goals that lead up to your end goal. The sense of achievement along the way is a powerful motivator in your journey to success! 

I’m just not feeling it - Losing weight and grinding it out in the gym doesn’t sound all that fun…Doing an overhaul of your sales presentation seems dreadful. Don’t be so serious – make it fun! Play “challenge” games to motivate yourself; pick a workout partner or colleague to hold you accountable throughout the day. How you feel about working out and how you feel about selling will determine how well you work out and how well you sell…Go for it!

Whether it’s a New Year’s resolution or a personal challenge to start the year off on the right foot, it is 100% in your control. The thrill wears off over time. Resolutions and vows to improve your sales performance sound good when you’re looking at achieving the end result. It’s along the difficult road from A to B where most people throw in the towel, but if you stay the course you’ll see…success is right around the corner!

Daniel Park - Director of Consulting Services, Frontline Performance Group 

“One of the most neglected virtues of our daily existence is appreciation.”  – Dale Carnegie

As promised, this is my second blog devoted to sharing an overview of one of the principles from Dale Carnegie’s How to Win Friends and Influence People with a practical suggestion of how it can be applied in our day-to-day interactions with others.

Part One: Fundamental Techniques of Handling People

Principle 2: Give honest and sincere feedback

In this chapter, Dale Carnegie suggests that “One of the most neglected virtues of our daily existence is appreciation.” He speaks of how showing sincere appreciation can help us to accomplish more and literally change a person’s life. Carnegie reminds us that there are distinct differences between appreciation and flattery, among them are:

1. Sincere vs. insincere

2. From the heart out vs. from the teeth out

3. Unselfish vs. selfish

One of the many stories he shares to support this principle is about a young boy named Stevie. As the story goes, Stevie had a challenge that no one else in his classroom had, he was blind. Yet his teacher asked him to help her find a mouse that had been discovered running loose in the classroom. Now I suspect it would have been easier, and perhaps more time efficient, had she sought the assistance of a sited child. However, rather than focus on what Stevie could not do (see), she instead took the time to acknowledge something else he had that no one else in the classroom did, a remarkable sense of hearing. It was the first time someone had shown appreciation for his “gift”. This young boy is now known to the world as Stevie Wonder, one of the greatest pop vocalists and songwriters of our time!

In business, all too often we’ve become so rapt with our own desire to be important, to succeed and get the job done that we become quick to criticize, with much specificity I might add, when things go wrong. Yet when things are going well, we tend to just sprinkle a few “At a boys!”, “Great job!” and “Keep up the good work!” forgetting to give our staff (the producers) what they desire – sincere appreciation for their gifts and approval for a job well done.

Consider This- Look for opportunities to use this principle of showing appreciation to your team when coaching them. It will help to grow their confidence and sustain desired behaviors.

Lynda Fleming - Director of Learning & Development, Frontline Performance Group

Last spring I was at a client location doing side-by-side coaching with a Customer Service Representative (CSR) and observed the CSR offer a service up-sell. She used incorrect language when it came time to present the cost and the customer promptly said “no.” After the customer left, we discussed in detail the proper dialogue for explaining price during a service up-sell.

A few minutes later, another customer walked into the location. The CSR offered an up-sell and when the customer asked the two magic words, “how much?” the CSR explained the price using perfect dialogue and technique. The customer said “yes” without any hesitation. The CSR completed the transaction and escorted the customer out of the store. When the CSR came back through the front door, she did not say a word. She simply looked at me and took a long, deep, theatrical bow.

Salespeople are not born, they are made. It is human nature to want to learn and grow both personally and professionally. Investing in the professional development of employees does more than allow organizational leaders to capitalize on their newly refined skills; it creates a positive environment that leads to stellar employee performance.

Don Anderson - Senior Speaker, Frontline Performance Group