Good Practices to Adopt

This week, instead of talking about problem people, I would like to pass along some great practices that are helping some of my clients be successful.

Doug decided he needed to become a better listener. When one of his staff comes into his office needing to talk, Doug asks for a minute to finish what he’s doing. Once he puts that work aside, he turns his full attention on the staffer. The staffer knows Doug is really listening. It’s a sign of respect and goes a long way toward building trust.

Greg wanted to improve his productivity and effectiveness. Now he sets aside time to answer emails that require thought and saves them as drafts. He lets them sit overnight before sending. The overnight break gives him time to think over his responses and change them if needed. This practice also keeps him focused on one task, rather than diverting his attention to answer each email when it arrives.

Jesse recognized that he needed to improve his approach to building relationships with clients. His usual practice was to start talking about his firm and what the firm could do for clients. He decided to turn the situation around, focusing on the client. Now, he spends a few minutes before a client meeting to prepare questions that are focused on the client, getting the client to open up about his concerns. This is a great way to build client relationships.

Anna kept finding her productivity dropping and her concentration broken by employees popping into her office to chat or ask a quick question. As an introvert, Anna needed chunks of time to concentrate on getting things done. She used the calendar-sharing function on Outlook to block out times when she didn’t want to be interrupted as well as open-office hours. This helped employees save their visits to open-office times and allowed Anna the periods of concentration she needed.

Send me your own best practices so I can share them with others in this online community. Or share them by commenting on this post.

When You're the Problem

Today's meeting with a client yielded some interesting results.

Joseph manages a staff of 35 or so. He's built up his department from scratch. He's a go-getter and problem solver. That's where the problem comes in.

Joseph is able to see problems and a way to fix them immediately, in any given situation, and regardless of whether anyone else thinks there's a problem. He recently was on a Scout trip where the boys were fixing up homes in a very poor neighborhood.

In Joseph's mind, they were there to fix ALL the problems-and he could see plenty. There were broken windows to replace, gutters that had fallen down, doors that didn't close, and lots that needed to be painted.

Four other adults had come on the trip to help out and chaperone the boys, plus the Scoutmaster was there. Technically, it was the Scoutmaster's show. Joseph, like the other four adults, was there as manual labor.

What's Wrong With These People?

Joseph got frustrated because the other adults, including the leader, didn't seem as driven as he was. He saw all the problems, and he knew they were going to be hard-pressed to fix all the problems.

The others, though, took a more laid-back approach. They took breaks. They chatted about sports. They weren't as intense as Joseph was about the project.

As we talked about this situation, Joseph became aware that his intensity and his drive to fix all the problems was his issue. He realized his frustration was that the others didn't see the situation the way he did.

That happens frequently for natural problem-solvers. They see a problem and a way to fix it and off they go. The potential conflict comes when others don't see the situation the same way and they are offended by Joseph's abrupt, directorial style.

The Clouds Begin to Part

"It probably would have helped if I had talked with the others about what we expected to accomplish on this trip," he said. "They would have understood where I was coming from, and I would have understood their thinking."

Joseph is a smart man.

To help him catch himself before he jumps in to solve others' problems, he is going to listen to what he says. He particularly is going to listen for himself saying "the problem is . . ."

When he says that, he has to sit back and take a deep breath. He then will check with others to see if they think there even is a problem. He will also gauge their interest in correcting the situation.

Instead of forcing his solution on others, he is going to respect them and get their opinion. If he still thinks there's a problem he needs to fix, he will ask something like "would anyone object if I worked on this situation so it moves better." He will ask permission to save the world.

Joseph's style and behavior isn't going to change overnight. But at least he is making intellectual progress in understanding himself and how he comes across to others.

Talk About Insanity

This issue came up twice today, so I guess there's a need to deal with it.

I was talking with Howard, CEO of an $8 million company. Howard is frustrated with Peter, his CFO.

"Peter doesn't get me the financial reports I need," Howard complained. That stopped me dead-how can a CFO not produce the financial reports that are inherent to the role?

Howard gave me a little more info. "No, he produces the usual financial reports, but he doesn't give me information that I can use for bigger-picture analyses, for long-term planning. I have to ask him for it every month and then it takes several days before Peter provides what I need."

I asked Howard if Peter knew what Howard wanted in addition to the usual stuff. And does Peter understand why Howard wants the information and what Howard uses it for?

"I haven't really explained that," Howard said. "I know I need to sit down with Peter and go over in writing what I want, when I want it, why I want it and what I'm using the information for."

"I know I need to do that," Howard said. "I just haven't done it."

Yikes!

Just Not Doing It

The second situation came up over lunch with a friend. He mentioned that he knows a CEO who admits that he knows what he's supposed to do. But, like Howard, he doesn't do it.

Something is wrong with this picture. At the same time, this picture is very common. We know what we're supposed to do, but we don't do it.

That leads us to the common definition of insanity: Doing the same thing over and over and hoping to get different results. Poor Peter can't produce the results Howard wants because Howard hasn't explained what that is. Yet every month, Howard is hoping Peter will produce those reports.

It doesn't work. We can't read minds.

So, how do you make yourself do what you know you need to do to achieve the results you want?
Human beings are motivated by fear or desire, with fear being the greater force. I may say I am motivated by a desire to attain great wealth, but the real motivator is a fear of losing my house or some such thing.

Howard can use this information on motivation to examine why he doesn't sit down with Peter and go over his needs. Howard desires the reports, but he may fear what he will find when he does get them. Those reports may show Howard is off-base in his long-term thinking.

And our unnamed CEO buddy? He knows what he's supposed to do, but doesn't do it. Without getting too heavy here, it's possible that lack of doing is driven by a fear of failure.

Ways to Get Yourself Moving

If you find yourself or someone you work with in this position, try this approach.

1. Adjust your mindset. Recognize that we learn from mistakes. Buckminster Fuller wrote, "Whatever humans have learned had to be learned as a consequence only of trial and error experience. Humans have learned only through mistakes." Make a "lessons learned" session integral to all work that you do.

2. Just DO something. Stop thinking and act. One client and I discussed analysis paralysis-putting off doing something in the guise of "I'm still analyzing it." Some of us can analyze things forever, which means we delay taking action.

3. Don't aim for perfection. Dan Kennedy, a marketing guru, preaches, "Done is better than perfect." Larry the Cable Guy chants "Get 'er done." All the perfectionists are simply delaying a reality check.

4. Once you've taken action, keep on keepin' on. Don't give up. Read "The Tipping Point" by Malcolm Gladwell for more on this. Often, people try something and when they don't get the expected response the first time, they quit and pronounce that "it doesn't work." This is particularly true with advertising.

5. Recognize that if an idea fails, it isn't that you are a failure. You had an idea, you tried it, and it didn't work. Have a lessons learned session, incorporate what you find, and try again.

As Nike says, "Just do it!"