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Standards and Expectations Best Practice 1 – Provide Examples

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StrategyDriven Standards and Expectations Best Practice ArticleWhat is clear to one person may not be so readily understood by another. Unlike quantifiably defined procedures, standards and expectations documents frequently rely on qualitatively defined concepts. Reliance on qualitatively conveyed performance guidelines, in turn, invites interpretation latitude and a higher probability of misinterpretation. Therefore, leaders should employ addition mechanisms to bolster standards interpretation consistency among individuals with varying backgrounds, knowledge, skills, and experiences.

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

The Advisor’s Corner – How do I deal with those who support me in public and sabotage me in private?

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How do I deal with those who support me in public and sabotage me in private?Question:

What can I do about people who tell me they support my vision but I’ve heard through the grapevine that they are sabotaging me?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

These people are most likely, what I call ‘Termites.’ The term fits them well because they manage to smile and slide their way into the accepted norms and culture, and then wreck havoc just underneath the surface. Highly skilled Termites can be hard to spot until they’ve done so much damage the ‘walls’ begin to shake or fall down. The damage is often not discovered right after a Termite has moved on to fresh territory. So… what can you do?

Prevention

The best way to prevent Termite damage is to have a very strong set of organizational values that include integrity or truth or a similar concept around honesty. When these are firmly in place AND people are measured objectively and regularly against those values, Termites find fewer and fewer places to hide.

Cultural and operational values function exactly like a strong foundation for your ‘house,’ and are made even stronger when there are supports in the walls. That means values with accountability. Checks and balances also need to be in place, so that no single person has unfettered power and influence within their workgroup. If they have too much power, Termites will use it to disguise their damage and isolate their people from others to create a protective cover for and big lies about their dirty deeds.

Detection

You should suspect Termite activity in your midst by noticing things that don’t quite add up for feel “fishy” to you. Watching, observe carefully how people behave, and walk around your workplace frequently. Termites can’t fool everyone all the time. Pick up on conversations, patterns, and become a deep listener, truly hearing ALL of what people are trying to tell you.

Eradication

Assume nothing. Once you’ve discovered a Termite in your midst, ask a lot of questions and require good answers. Get multiple sources to verify and provide you clean data about what you need to know. Another support for your ‘house’ is having a true ‘safety net’ within your organization where people can go to express their concerns without fear, and with anonymity. Look for repetition and for patterns of the Termite’s behavior. If you get anonymous pain mail under your door – I call them POW notes – don’t ignore them. They are usually ‘smoke signals’ sending you a message you need to hear.

Trust your instincts. Trust what you see and hear with all the subtle and not so subtle body language people are telegraphing to you. Finally, pay attention to ‘those who protest too much!’

There are Termites and then there are people who exaggerate, even might gossip a bit, or use hyperbole. The latter are not Termites. These people can usually be guided down a better path with good coaching.

You can’t ‘fix’ a Termite. Once a workplace liar, always a liar – it’s just the size of the lies and the target that will vary. You cannot coach a liar into honesty. Lying is okay for them; it’s part of their value system and their end does justify their means.

The only solution to a workplace Termite is to call in pest control and rid yourself of the pain and damage as soon as you can.

About the Author

Roxi HewertsonLeadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

Why Our Employees Asked Us To Stop Giving Away Cars

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Easy-to-implement ideas to improve your corporate culture and drive employee engagement

 
We gave a new car away to our employees every other month, six cars in total, to keep the motivation and excitement up among our best performing sales agents. We were really impressed with ourselves and wanted to know what else we could do to improve the happiness factor. We sent out a survey (which we still do today) to ask our employees about the cleanliness, the temperature in the building, the security, the lighting, the management, the pay, the incentives, the likelihood that they’d leave if another company offered them more money, all-in-all we had about twenty five questions. Two months later the same survey showed that the work space was cleaner, the building temperature more comfortable, the security better, the lights brighter, the managers more helpful, the pay was better, our incentive plan produced better results, and less of our employees would leave for more money.

How did we manage to change our employees’ perception and why did they want us to stop giving away cars?

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About the Author

Craig Handley is a networking monster with an unstoppable combination of hard work, ingenuity, and creativity that has sparked the vision and growth that drives the success of Listen Up Español. Craig’s expertise in maximizing the sales process – and Listen Up Español’s impressive track record of higher conversion rates and higher average order value than any other Spanish language call center – was achieved from the ground up, having started his professional career in door-to-door sales and rising through the ranks in many call centers. He is well known for being an entrepreneur who lives and breathes the Maverick motto: “Make More Money, Have More Fun, and Give More Back.”

The Advisor’s Corner – How do I deal with so much on my plate?

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How do I deal with so much on my plate?Question:

There is SO much on my plate – how do I sort out priorities, recognize the blocks, and keep an open mind for possibilities?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

You might find that you are so focused on the ‘tasks’ at hand that the most important work is getting the short end of the stick. Let’s identify some ‘buckets’ to help you navigate your way to success.

Perhaps you have just been given a challenge to solve by your leader. Your job is to identify the relevant factors, create priorities, and then execute on your own or with others on your team. My advice: start by identifying which items fall into each of four buckets: Fat Rabbits, Quick Wins, Rocks, and Who Cares.

You know what a Fat Rabbit looks like, and it probably makes you smile! These are those parts of the challenge that are foundational, have the highest/fattest impact, and must be in place to succeed at executing your assignment. These are the big fat chunks of your challenge that need to be addressed or nothing else will work matter.

Quick Wins are those parts of your challenge that require minimal effort with maximum payoff. They demonstrate tangible, visible progress. Getting them done and making them known to the appropriate stakeholders, significantly boosts momentum. Too many people think they have to get the Fat Rabbits well underway or completed before going for any Quick Wins. Ignoring Quick Wins often results in Slow Wins or No Wins.

Then there are the Rocks. These are tough blocks in the road to completion of a successful challenge. These Rocks need to be identified without denial or wishful thinking. Pretending they aren’t there won’t make them go away. Sometimes Rocks are pebble like, and sometimes they are more like Mt. Rushmore. Solutions may not be known immediately, and that’s ok. You won’t move forward without moving the Rocks out of the way one way or another, or finding a way around them. If the Rocks are too formidable, reconsider the challenge – is it the right challenge at the right time? Moving Rocks requires a lot of effort and energy, so you need it to pay off.

Finally, we have the Who Cares bucket. These might be interesting, but they are a distraction. Identify the Who Cares items so your valuable time and energy are not waste and that no one really cares about.

Let’s take one challenge, Succession Planning and dip into the four buckets for a look. This sample is by no means complete, but it will give you the idea to apply to your own work.

Fat Rabbits

  • Define the workforce realities with indisputable facts, and create the ‘burning platform’ of urgency
  • Identify current competencies and compare with necessary next generation competencies
  • Align all HR/OD functions: to meet forecasted job content and design

Quick Wins

  • Learn why people come to work at ABC Company, why they stay, and why they leave
  • Identify key positions and key people to target for succession planning
  • Analyze internal/external labor demographics/pipelines

Rocks

  • Decentralization reality vs. having one ABC Company strategy, are in conflict
  • IT Systems, as they are today, and aggregate data reporting are insufficient to collect enough accurate data

Who Cares

  • Offices need to be rennovated when people leave, thus impacting the budget (lots of things impact the budget – it’s off topic or very low priority)

When you focus on the things that really matter, you make progress. When you don’t, you don’t make progress. Make sure your Rocks are not show stoppers, then go for a few visible and happy Quick Wins as you work on your Fat Rabbits!

About the Author

Leadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

The Big Picture of Business – Community Relations and Cause Related Marketing Are Business Strategies, Not Sales Promotions: Determining the Right Kind of Tie-In Causes.

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Business marries the community that it settles with. The community has to be given a reason to care for the business. Business owes its well-being and livelihood to its communities.

I recently stopped for lunch at a franchise restaurant. Nobody was at the register. A crew member told me to wait, then later took my order. She started selling donations to some cause, which I declined. When the regular cashier returned, I saw her peddling donation sales. People were blindly making donations, without understanding what they supported. The sales of those promotional pieces caused the line to grow out of the restaurant door. People were just buying the promotion in order to get through the line.

I support cause related marketing and have advised many corporations on setting up such programs. However, peddling sales to some ‘foundation’ that is named after your product and which supports only one cause is not appropriate. The store was littered with stickers. The process of selling the stickers made the waiting line longer. As a result, the iced tea had run out, and nobody checked it.

I went to their website, where franchise chains allege they want customer comments. I stated, “Having a foundation to support the community across the board is great. Who is to say that a sales promotion tied directly to your products is right? I say it is not, and I’m an expert on cause-related marketing. You people need to revise your service lines. Peddling the sales of stickers in a tackily littered store is inappropriate. I’m gravely concerned about this practice of badgering customers in support of some phantom charity; how this store does it is not right.”

The franchise owner later called. He talked all over me in a defensive manner. His voice was high-pressure, probably the result of sales training classes. Rather than addressing my concerns, he rifled over them and questioned my ability to assess community relations. I asked if he had ever heard of Thousand Points of Light. He said no. I explained what it was and that I was an adviser to the President of the United States in fostering the program. Still, he questioned my interest in community relations.

“We’re a franchise,” he admitted. “This was dictated to us by corporate. I’m sorry that you feel that way because we do so much good. You’re invited to attend when we present the donation.” I replied, “No, I’m not going to be a prop in your photo opportunity, for you to sell product.” I reminded him that it was customer donations that enabled the attention, not a corporate initiative for which they were taking the credit.

He was not listening. He was simply rationalizing a corporate marketing initiative. So too was the corporate person who later called to argue with me for daring to state my opinions. Sadly, people like that don’t care or even get that re-thinking their strategy is an option.

There are many wonderful ways where companies support the community:

  • Give percentages of sales to approved charities.
  • Offer certificates for product when people make legitimate donations.
  • Coupon book activities with schools.
  • Allow non-profit groups to present on their premises.
  • Advocate community causes in their advertising.
  • Sponsor noteworthy community events.
  • Recognize that executive time spent in the community is good for business.

No company can cure community problems by itself. Each company has a business stake for doing its part. To prioritize which spheres or causes to serve, business should list and examine all of the community’s problems. Relate business responses to real and perceived wants/needs of the community. Set priorities. There can never be a restraint upon creativity.

My advice to companies as they create charity tie-in, cause-related marketing and community relations activities includes:

  • Don’t say that you want customer input unless you are prepared to hear it.
  • Franchisers should not sell sure-fire promotions to build sales as part of the worth of the franchise.
  • Community support is not a one-cause (vested interest) matter.
  • If you seek customer comment, do not talk over the customer.
  • Do not keep rationalizing flawed strategies to your customers.
  • Realize that customers’ opinions matter and that they have more buying choices than just your store.
  • If you purport to have a foundation, it cannot or should not be named directly for your product.
  • Do not run your “foundation” out of a corporate marketing department.

Every community relations program has five steps:

  1. Learn what each community thinks about the company and, therefore, what information needs to be communicated to each public. Conduct focus groups. Maintain community files. Organize an ongoing feedback system.
  2. Plan how to best reach each public… which avenues will be the most expedient. Professional strategic planning counsel performs an independent audit and guides the company through the process. Get as many ideas from qualified sources as possible.
  3. Develop systems to execute the program, communicating at every step to publics. All employees should have access to the plan, with a mechanism that allows them to contribute. If others understand what the company is doing, they will be part of it.
  4. Evaluate how well each program and its messages were received. Continue fact-finding efforts, which will yield more good ideas for future projects. Document the findings. When planning, reach for feasible evaluation yardsticks.
  5. Interpret the results to management in terms that are easy to understand and support. Provide management with information that justifies their confidence.

Companies should support off-duty involvement of employees in pro-bono capacities but not take unfair credit. Volunteers are essential to community relations. Companies must show tangible evidence of supporting the community. Create a formal volunteer guild, and allow employees the latitude and creativity to contribute to the common good. Celebrate and reward their efforts.

Community relations is action-oriented and should include one or more of these forms:

  1. Creating something necessary that did not exist before.
  2. Eliminating something that poses a problem.
  3. Developing the means for self-determination.
  4. Including citizens who are in need.
  5. Sharing professional and technical expertise.
  6. Tutoring, counseling and training.
  7. Promotion of the community to outside constituencies.
  8. Moving others toward action.

Publicity and promotions should support community relations and not be the substitute or smokescreen for the process. Recognition is as desirable for the community as for the business. Good news shows progress and encourages others to participate.

The well-rounded community relations program embodies all elements: accessibility of company officials to citizens, participation by the company in business and civic activities, public service promotions, special events, plant communications materials and open houses, grassroots constituency building and good citizenry.

Never stop evaluating. Facts, values, circumstances and community composition are forever changing. The same community relations posture will not last forever. Use research and follow-up techniques to reassess the position, assure continuity and move in a forward motion.

No business can operate without affecting or being affected by its communities. Business must behave like a guest in its communities… never failing to show or return courtesies. Community acceptance for one project does not mean than the job of community relations has completed. Community relations is not ‘insurance’ that can be bought overnight. It is tied to the bottom line and must be treated accordingly…with resources and expertise to do it effectively. It is a bond of trust that, if violated, will haunt the business. If steadily built, the trust can be exponentially parlayed into successful long-term business relationships.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.