Tuesday, July 31, 2007

Creating a High Octane Culture - Part 4

Eat with the best!

Many company leaders spend a lot of time working with their weakest links. Managers often have high hopes that if they spend more time with a non-performer, he/she will improve.

Good luck.

My experience tells me that, with a push, a non-performer can only go from bad to OK and this is temporary at best.

Why waste time with someone who can only be "OK at best?"

Here are my thoughts:

First, let your non-peformers go. They are obviously in the wrong place and are not a good fit. You'll be doing yourself and THEM a favor.

Second, focus on making your great people outstanding! This is a much better use of your time.

Often, the top performers are the most ignored. Management may think these top performers are humming right along and do not need help/support. Meanwhile, they begin to feel underappreciated and may start to look for another employer who appreciates them.

I say, eat lunch, drink coffee with the best! It's the best use of your time! The company will realize much more revenue, and be much more fined tuned, if you can help your best people perform even better.

The difference between poor and Ok, does not translate much into profits. The difference between great and outstanding does.

I took Amy Costanza out for coffee last week. She is a great saleswoman who has the potential to be outstanding everyday. We had a great talk and I feel that we really connected. Guess what - she had a record breaking week last week. Coincidence?

I am taking Theresa Santa out for coffee this morning. She is another Next Step Magazine top performer. Dare I predict that she'll have a great week?

When you take your top performers out, tell them how much you appreciate them - in a sincere way.

And then in a candid, yet tactful way, coach them on how they can move to the next level in their game. For great coaching skills, contact John Engels at http://www.leadershipcoachinginc.com/. They don't come any better than him.

They'll love the appreciation and feedback - and so will your profits.

Now, go schedule a lunch or coffee with a top performer!

Thursday, July 26, 2007

Creating a High Octane Culture - Part 3

The third step in creating a high octane culture is having a performance review – for the CEO!

If you're the leader of a company, who reviews you? Of course, you are probably thinking that everyone "gets" you and your company is some kind of special "utopia land."

Why in the world would you need a review? You have this special talent that enables you to connect with people, therefore providing the perfect work environment for your employees and customers, right?

WRONG!

I am going to guess that your perception of your leadership vs. your employee's perception is at least, slightly different.

So it's time for your employees to give YOU a performance review. Have your managers gather the results and present them to you as a team.

Got ego? Lose it.

Many company leaders are too full of themselves to be subjected to feedback. Hey, open up baby. You'll only being doing yourself a favor.

I did it last month. It was the most enjoyable punch in the stomach I ever had.

I found out what I'm great at and what I suck at (according to my staff). The rub is, they were spot on! I couldn't deny anything!

I learned I should spend more time with/on sales, engaging with clients/partners and more public speaking. I'm the relationship guy! I can sell anything to anybody! But most importantly, myself.

And it's all good because my products are good, and I am good! (no snake oil salesman here folks...)

I also learned that I should get my finger out of general operations because I get in the way of them.

It was all constructive, relevant feedback and nobody took any pot shots.

Here's the catch. You have to insist to your managers to bring it on. Don't let them hold anything back.

Laura Hammond, one of Next Step's VP's asked me the week before my review, "Hey, some of this feedback is not so pretty. And, you can fire us. Are we safe to tell you the good, the bad and the ugly?"

I told her I would fire them if they DIDN'T give it to me straight!

As a result of my review, I created a new job description for myself and have found a good groove.

So there is step three - review the CEO!

For previous steps, go to:
http://www.nextstepmagazine.com/blog/2007/07/creating-high-octane-culture-part-2.html

Step four - coming soon....

Thursday, July 19, 2007

Creating a High Octane Culture - Part 2

In my most recent post (http://www.nextstepmagazine.com/blog/2007/07/creating-high-octane-culture-part-1.html), I wrote about Step 1 on creating a high octane culture and shared an idea of how to celebrate recognition.

In this post, I share Step #2 - FIELD TRIPS BABY!

Remember those field trips in elementary school? They were the bomb! You got to miss school for the day and do something cultural around your town. Maybe it was the last time you visited your local museum?

You also got to fluff off for the day and laugh with your friends.

I remember visiting Rochester's local planetarium in second grade. I got in trouble because my friends dared me to ask the speaker if there was life on “Uranus.” That went over well. Detention was fun the next day. And my parents loved the letter home…

Ahhh....the memories.

Bring em' back!

After our big back to school September issue deadline, we celebrate and go on a whole day field trip. We've gone rock climbing, wine tasting, to museums, etc... And there is always a big lunch involved.

They're fun, full of camaraderie and a great change of pace. There is no big yellow bus but we still feel like 3rd graders on a field trip!

So, Tip #2 for a High Octane Sales Culture – CELEBRATE WITH A FIELD TRIP!

And make sure everyone has a buddy - we don't want anyone to get lost. :-)

Tuesday, July 17, 2007

Creating a High Octane Culture - Part 1

I am most proud of the culture we have created at Next Step Magazine. My staff is the best anyone could ask for. They are hard working, loyal and take ownership of their positions.

Our claim to fame is that nobody has ever quit (that I have wanted to stay). Sure, I have had to let some people go, but my core team has stuck with the ship. That's means the world to me.

It's true - by 5:00pm, 99% of my company assets are gone. They have left the building until the next morning.

One of my proudest (and humorous) moments, was when my cousin stopped by Next Step to visit. He was astounded at how loyal and happy the staff was. I walked by as he was talking to a staff member. He asked her if she would take a bullet for me. She said, "We'll, I just had a baby, so now that I am a mother, I am not sure if I would take the bullet, but I would push Dave out of the way and get braised by it for him."

That's big! An employee would get braised for me! Now THAT'S loyalty.

So how does Next Step crate such a culture?

Read on and stay tuned. I am going to tell you about the ten top things we do to create a high octane culture.

Number one is below. Please check back for the remaining nine.

#1 Strategy for High Octane Culture

Recognition!

A person's greatest need is to feel appreciated. And it has to be sincere appreciation. No saying, "Hey Susie, great job picking up that paper clip. You really scooped that thing up!"

It has to be real. When a team member really does a great job and/or goes above and beyond the call of duty, give him/her sincere public recognition. You'll be reinforcing good habits and encourage repeat behavior.

Your employees want to work hard. They want to go the extra mile for you. But if they feel that nobody is watching or nobody cares, that passion gets doused.

At Next Step, we have what's called a monthly DWIT award (Doing Whatever It Takes).

At the end of our monthly company-wide meeting, everyone anonymously votes for the DWIT. I count the votes and announce the winner. It's a suspenseful couple of minutes. Especially for me!

One time, I was on vacation and the staff chose me. I was touched and honored, but forbade them to vote for me again. It's about them!

Anyway, the DWIT winner gets a gift certificate to anywhere they want, a great parking space near the entrance, their name on a plaque and their photo posted near the entrance with a flattering description of their most endearing traits.

It's a nice way to feel appreciated for the whole month.

The DWIT is a Next Step original idea but feel free to steal it. It's easy to implement, fun to do and makes a difference.

Check back soon for #2 Strategy for High Octane Culture!


Monday, July 9, 2007

The Future of Local Retail

“Go Back to Home Depot.”

I can’t believe she said that to me.

Being a grassroots entrepreneur, I always try to support the local businesses. Especially the local retail shops and restaurants… (You won’t find me at Olive Garden).

So this spring, when it came time for my wife and I to buy plants, instead of going to Home Depot or Lowes, we went to Bristol’s, a local place right near my house.

We bought four beautiful plants to put outside our door. They all had equal sun and were watered the same.

One died. The three remaining plants flourished.

I brought the dead one back to Bristol’s with the receipt. I thought that since Home Depot takes anything back, anytime, Bristol’s would at least try to give me an exchange to make a happy customer and compete with the Goliath up the street.

Wrong.

They told me I had to come back the next day to speak to Margaret. She wasn’t in at that time.

So, I went back the next day and explained my situation to Margaret. She told me that I must have not watered it enough. I explained the other three plants are doing well and asked why would this one die?

Then she accused me of repotting it. I showed her the Bristol’s sticker on the pot and squashed that excuse.

Then she said there was nothing she could do. She told that if they replaced every plant that someone killed from lack of water, they would go out of business. (Wait, I thought we already covered the water excuse…)

I told Margaret that this is a shame because I really like to support local businesses and with her attitude and “policy” she was making it difficult.

Then, I tested her for a response. I almost know she was going to say it, but I wanted to hear it for myself.

I said to her, “Geez, I really love shopping here but your policy makes it tough because I can buy something at Home Depot and return it for any reason.”

“Well, maybe you should go back to Home Depot then.”

Yep, she said it.

She had a loyal customer that had been shopping there for years, standing right in front of her and she told him to go Home Depot.

Unbelievable.

Well, there’s my story of my last visit to Bristol’s. It’s a shame, because they have nice stuff. I live one mile away; I am 38 and probably spend $500 a year there. If I continue to live here and live to 75, that’s $18,500 they just threw away.

And I know a ton of people. There goes some good word of mouth advertising too.

I wonder how many $18,500 customers Margaret has thrown away.

My point is not to throw Margaret or Bristol’s under the bus. (Or under the topsoil?)
I simply want local retail to survive. Nothing makes me more unhappy than when I go into a town and the only restaurant choices are Cracker Barrel, Denny’s, Bob Evan’s and Applebee’s.

I want to underdog to win!

Margaret won the battle and lost war.

If that was my store, I would have empathized with the customer, found a suitable replacement and thrown in some plant food for good measure. My goal would have been to have that customer leaving with a huge smile on his face.

I would have wanted him to have felt “WOWED!”

Why? Because he would come back often and talked about his experience to others.

He may have even written about it in his blog….

The only way local retail will survive is to make the customer feel so special. A special feeling that one can’t get at big box stores. They can remember names, birthdays, etc…

But more importantly, they have to stand behind their product.

Thursday, July 5, 2007

My Home Vacation

I am attempting to take a home vacation this week.

I envisioned hanging out in my backyard with my kids and swimming a lot. The problem is that the weather has not been ideal and instead, I find myself cleaning windows, trimming landscape, edging the driveway, washing the cars and tinkering around the house.

I'm restless as hell.

I have decided it's hard for me to take a whole week off to stay at home and do nothing. I am like a fish out of water.

There may be something wrong with me. Most people enjoy having time to do nothing. It drives me crazy. I need a mission or I start to feel something inside of me, ready to explode.

Maybe I'll take the family to SeaBreeze today (local amusement park). But then again, it's supposed to thunderstorm today.

Next time I take a week off, I think I need to go away someplace and really BE ON VACATION.

Now, I am going to work-out and burn off some of this combustible material inside of me before it explodes.