April 26, 2009
Q: "The job of leaders is not to create followers; it is to create more leaders." What role can I as a business owner play in creating leaders within my organization?
A: I subscribe to you that this is not outside the scope of most business professionals. You, as the patriarch/matriarch of your company, present an interesting opportunity to provide extra value in the growth of your employees. If your goal is to improve the lot of your organization, this logically extends to creating in staff, the ability to develop leadership skills. In most organizations, leaders come in all flavors, not just the one at the top of the organizational chart. So, how does a confident (non-threatened) business professional provide those skills and experiences that foster leadership?
I would like to offer only three ways to do this via this correspondence:
1. The first is by setting an example of a person who diagnoses, explores, challenges, and pushes the boundaries of what is possible in the organization. This is usually what you are asked to do in an organization, but you develop leaders by sharing your process and including staff in your deliberations.
2. Second, what if you formally "assign" one or more staff to shadow you on an engagement or process? This allows you to delegate some responsibility for project outcomes.
3. Third, offer to train staff not participating in the project in some basic skills in organizational assessment, diagnostics, selected aspects of your technical disciplines and your philosophy about organizational change. Who says that class is no longer is session just because they have graduated from high school or college?
Tip: Beyond just delivering a better path forward, much of your value comes from sustained implementation of that improvement. This is best carried on by staff after you have concluded the training. Make development of technical and leadership skills a part of your engagement, and the time you spend working with staff as a value add event. Broadening your contribution to trainer as well as mentor, may be in the best interests of everyone.
As always please accept my wishes for a tremendous week. And if I or any of my staff can assist you or your organization, please call or write and we will respond immediately!
Regards,
George F. Mancuso, CPC
Nationally recognized Retained Executive Search and Employee Retention Specialist.
4/25/09
4/9/09
More About Slowed Down Economy
With sales slowed at most first firms, we are seeing a delay of projects starts, closing of sales and commitments in general. I feel like I need to continue to find new clients or avenues. Any thoughts? (Bill A, Sales Professional, Buffalo, NY)
A: In any market, your best opportunities come by identifying a prospect's points of pain and bringing expertise to solve them. In a disruptive market like 2009, even clients with solid businesses have different concerns than in normal times. Now the concerns of employees, creditors, suppliers as well as those of management are of concern. Your ability to bring these issues into sharp relief is your ticket to a motivated buyer of your products or services.
Read the concerns of managers in the business press. Their first thoughts turn to managing risk: preserving budget, using credit sparingly, doing more with less, hiring smart, and generally hunkering down. Risk management, however, also means not taking a chance on a sales or management professional who says they can help with those issues. You will need to do more than just promise results; you'll need to work out a clear, highly focused, short time frame approach with tangible results. No more lengthy windup, diagnostic-focused, training-rich, casual-pace engagement plans. For many companies, this is survival so you should treat the scenario accordingly.
Instead of shopping your traditional services or products in search of a need, think about breaking them up into their parts. Each service or product should have a clear line of sight between a specific point of pain, applying your expertise and producing a tangible result and ROI. Propose each part as a standalone service or product, each with specific benefits and show how these results resolve or relieve a specific pain(s).
Happy Easter to you and yours.
Regards,
George F. Mancuso
George F. Mancuso, CPC
A: In any market, your best opportunities come by identifying a prospect's points of pain and bringing expertise to solve them. In a disruptive market like 2009, even clients with solid businesses have different concerns than in normal times. Now the concerns of employees, creditors, suppliers as well as those of management are of concern. Your ability to bring these issues into sharp relief is your ticket to a motivated buyer of your products or services.
Read the concerns of managers in the business press. Their first thoughts turn to managing risk: preserving budget, using credit sparingly, doing more with less, hiring smart, and generally hunkering down. Risk management, however, also means not taking a chance on a sales or management professional who says they can help with those issues. You will need to do more than just promise results; you'll need to work out a clear, highly focused, short time frame approach with tangible results. No more lengthy windup, diagnostic-focused, training-rich, casual-pace engagement plans. For many companies, this is survival so you should treat the scenario accordingly.
Instead of shopping your traditional services or products in search of a need, think about breaking them up into their parts. Each service or product should have a clear line of sight between a specific point of pain, applying your expertise and producing a tangible result and ROI. Propose each part as a standalone service or product, each with specific benefits and show how these results resolve or relieve a specific pain(s).
Happy Easter to you and yours.
Regards,
George F. Mancuso
George F. Mancuso, CPC
Pecking Order in a Family Owned Business
Q: I am the new director of sales for a 95 employee manufacturing firm that is family owned. The patriarch still runs the business with three of his children as department heads. When the sales team brings new ideas to the table, the other department heads will not commit or respond in a timely manner or sometimes no response at all with ANY type of commitment. What suggestion do you have for overcoming this? (Frank L., VP of Sales, Stone Mountain GA)
A: I must tell you that my experience in working with family owned and operated businesses have presented the identical problem time and time again, so you are not in a club by yourself. However in most cases, you can overcome the problem IF the owner, patriarch/matriarch if truly ready for change and has confidence in you. The commitment MUST come from the top and be passed down through empowerment.
What typically happens is the “kids” are accustomed to waiting for mommy or daddy to tell them it IS okay to make decisions on their own. But the real problem lies with you not getting the person at the top to agree in advance that you have the authority to act in accordance with your defined authority and/or agreement upon being hired. That acknowledgment of authority must be conveyed to the “kids” and once that is done, you should act within your scope without further interference. If they choose not to contribute ideas then they should be allowed to voice complaints.
We are all creatures of habit and change comes with truck loads of trepidation and anxiety. Your owner must have the confidence in you and must convey that confidence level to the balance of the staff.
Or in the alternative, after time proven decisions have been effective, they give you a carte blanche and you can roll right on through with the roadblock the kids are putting up. But in reality, by-passing the kids can easily be the kiss of death for your career within that organization. Getting the kids on your side as well as you on theirs is paramount to developing a successful team environment. After all, you said you ARE sales, so make your case like any other presentation and sell the concept and you will make it happen!
My guess is you are about to ask the question, “HOW DO I make that happen?”
1. Meet with the boss and explain the situation without being condescending
2. Ask the boss how he/she would suggest “you” handle this
3. Ask if he/she feels there is something they can do for or with the kids to better define your role and authority within the organization
4. Confirm what he or she would like to see you get accomplished and in what time period
5. Validate his/her confidence in you and your decision making process
6. Validate that you have the authority to act
7. Get a verbal commitment from the boss
8. Follow that meeting up with a writing confirmation and understanding, again without being condescending.
9. Meet with the kids one on one or as a group and explain the roadblocks and how you view this as an impediment to achieving mutual goals
10. Ask them if they see it the same way
11. Ask if they understand your concerns
12. Ask them what they suggest you can do as a team to work more effectively
13. Validate their confidence level in you
14. Validate that you are acting within your authority
15. Do not be condescending, argumentative or overbearing
16. Follow up conversation with confirmation in writing.
17. Get a commitment from them verbally and follow it up your understanding in writing.
If you have followed my newsletters or attended one of my seminars you will remember that according to “Gman” the definition of a commitment is an agreement to do something…..anything…but an agreement just the same!
What you should hope to accomplish is the opportunity to gather a barrel full of information that can help you plan, execute and/or include them so that they feel warm and cozy as well. The goal is to uncover why they choose to put up a wall when no wall is needed. Then develop a plan you can all live with and work it to the max. This issue is huge and all scenarios can’t possibly be covered in a few short paragraphs, but I certainly hope this helps.
As always please accept my wish for a tremendous week. If I can ever be of assistance to you or your organization, please call or write and I will respond immediately! Your suggestions and questions for future newsletters are always welcome.
Regards,
George F. Mancuso
George F. Mancuso, CPC
A: I must tell you that my experience in working with family owned and operated businesses have presented the identical problem time and time again, so you are not in a club by yourself. However in most cases, you can overcome the problem IF the owner, patriarch/matriarch if truly ready for change and has confidence in you. The commitment MUST come from the top and be passed down through empowerment.
What typically happens is the “kids” are accustomed to waiting for mommy or daddy to tell them it IS okay to make decisions on their own. But the real problem lies with you not getting the person at the top to agree in advance that you have the authority to act in accordance with your defined authority and/or agreement upon being hired. That acknowledgment of authority must be conveyed to the “kids” and once that is done, you should act within your scope without further interference. If they choose not to contribute ideas then they should be allowed to voice complaints.
We are all creatures of habit and change comes with truck loads of trepidation and anxiety. Your owner must have the confidence in you and must convey that confidence level to the balance of the staff.
Or in the alternative, after time proven decisions have been effective, they give you a carte blanche and you can roll right on through with the roadblock the kids are putting up. But in reality, by-passing the kids can easily be the kiss of death for your career within that organization. Getting the kids on your side as well as you on theirs is paramount to developing a successful team environment. After all, you said you ARE sales, so make your case like any other presentation and sell the concept and you will make it happen!
My guess is you are about to ask the question, “HOW DO I make that happen?”
1. Meet with the boss and explain the situation without being condescending
2. Ask the boss how he/she would suggest “you” handle this
3. Ask if he/she feels there is something they can do for or with the kids to better define your role and authority within the organization
4. Confirm what he or she would like to see you get accomplished and in what time period
5. Validate his/her confidence in you and your decision making process
6. Validate that you have the authority to act
7. Get a verbal commitment from the boss
8. Follow that meeting up with a writing confirmation and understanding, again without being condescending.
9. Meet with the kids one on one or as a group and explain the roadblocks and how you view this as an impediment to achieving mutual goals
10. Ask them if they see it the same way
11. Ask if they understand your concerns
12. Ask them what they suggest you can do as a team to work more effectively
13. Validate their confidence level in you
14. Validate that you are acting within your authority
15. Do not be condescending, argumentative or overbearing
16. Follow up conversation with confirmation in writing.
17. Get a commitment from them verbally and follow it up your understanding in writing.
If you have followed my newsletters or attended one of my seminars you will remember that according to “Gman” the definition of a commitment is an agreement to do something…..anything…but an agreement just the same!
What you should hope to accomplish is the opportunity to gather a barrel full of information that can help you plan, execute and/or include them so that they feel warm and cozy as well. The goal is to uncover why they choose to put up a wall when no wall is needed. Then develop a plan you can all live with and work it to the max. This issue is huge and all scenarios can’t possibly be covered in a few short paragraphs, but I certainly hope this helps.
As always please accept my wish for a tremendous week. If I can ever be of assistance to you or your organization, please call or write and I will respond immediately! Your suggestions and questions for future newsletters are always welcome.
Regards,
George F. Mancuso
George F. Mancuso, CPC
3/28/09
Can you Coach a Manager Into a Leader?
Q. Can you coach a manager into a leader? How would one know who might be ready for leadership? (Bill J., EVP, Albany, New York)
A: In the real business world, I have not only practiced what I preach in these newsletters about this subject, but there has been a lot of research conducted about what makes up managers and leaders. Some of the more interesting findings reveal that the strongest differences are in the conceptions a person holds, more so than the technical or analytical skills.
The manager embraces process, mediation and accommodation, attachment to groups, stability, execution, and resolving problems quickly. The leader embraces ideas, attachment to individuals, tolerates ambiguity, sets new directions, is willing to allow problems to become clear before driving to a solution, and has passion.
I have always contented that leaders can be found throughout an organization, not just at the top. This is why organizations are drastically rethinking "leadership development" programs aimed at identifying "promising" managers and grooming them for the executive suite. The issue is more complex than can be addressed here but an important point is that leaders can't be made if their natural inclinations are not there.
I also find that the nature of what a leader does is also changing. It used to be that a leader had authority and provided direction. Organizations have changed so that leaders may be identified throughout the organization. There are some who recognize Level 4 and 5 leadership traits in junior people, even without the authority normally associated with such leadership levels. Add in emotional intelligence as a prerequisite to leadership effectiveness and you begin to understand why leadership development curricula developed a decade or more ago are potentially dangerous when applied to today's organizations.
My conclusion is that the nature of leadership and how it is expressed throughout organizations has become quite complex. Unless you are experienced in personnel assessment, trained specifically in leadership coaching, and are keeping up with recent research, it is unwise to assume that because you are a business professional that you can "do" leadership coaching. If you do not have the experience or training in this arena, you should recues yourself from such a request which is not only ethical but also helpful to the organization if you convey the importance of getting leadership right the first time.
As always, if I can ever be of any assistance to you or your organization, please call or write and I will respond immediately! Have a tremendous week.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, IA
A: In the real business world, I have not only practiced what I preach in these newsletters about this subject, but there has been a lot of research conducted about what makes up managers and leaders. Some of the more interesting findings reveal that the strongest differences are in the conceptions a person holds, more so than the technical or analytical skills.
The manager embraces process, mediation and accommodation, attachment to groups, stability, execution, and resolving problems quickly. The leader embraces ideas, attachment to individuals, tolerates ambiguity, sets new directions, is willing to allow problems to become clear before driving to a solution, and has passion.
I have always contented that leaders can be found throughout an organization, not just at the top. This is why organizations are drastically rethinking "leadership development" programs aimed at identifying "promising" managers and grooming them for the executive suite. The issue is more complex than can be addressed here but an important point is that leaders can't be made if their natural inclinations are not there.
I also find that the nature of what a leader does is also changing. It used to be that a leader had authority and provided direction. Organizations have changed so that leaders may be identified throughout the organization. There are some who recognize Level 4 and 5 leadership traits in junior people, even without the authority normally associated with such leadership levels. Add in emotional intelligence as a prerequisite to leadership effectiveness and you begin to understand why leadership development curricula developed a decade or more ago are potentially dangerous when applied to today's organizations.
My conclusion is that the nature of leadership and how it is expressed throughout organizations has become quite complex. Unless you are experienced in personnel assessment, trained specifically in leadership coaching, and are keeping up with recent research, it is unwise to assume that because you are a business professional that you can "do" leadership coaching. If you do not have the experience or training in this arena, you should recues yourself from such a request which is not only ethical but also helpful to the organization if you convey the importance of getting leadership right the first time.
As always, if I can ever be of any assistance to you or your organization, please call or write and I will respond immediately! Have a tremendous week.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Grinnell, IA
3/21/09
Do You Hide Behind Voice Mail?
March 15, 2009
Q: Do you hunker down behind your Voice Mail?
A: A while back I was visiting the President of a company who was a client of mine. His secretary interrupted us announcing a phone call. “Put it in Voice Mail,” was his response.
“Damn Salesmen! I just hate those kinds of calls. Salesmen are always calling here wanting me to buy something.”
“Was that one of your regular salesmen, “I asked?
“Hell no! I don’t even know what he sells or what he wants. He just keeps calling here. Damn Sales men!”
Sadly ladies and gentlemen, this scenario is a daily occurrence throughout the business world. And for a guy (me) who handles at least 40 phone calls a day, I can understand the frustration.
HOWEVER, with that said, my question is, how do you know you don’t need what the sales person is selling? How do you know it’s not an opportunity to get involved in the newest gadget? How do you know this person isn’t representing a client who NEEDS your services?
I asked my client, “what if every time one of your sales staff made a call into a prospect, they received the same treatment? How much business do you think you’d have?”
“Yeah but they need the service we offer!”
“But how did they find out about you if they didn’t give one of your staff a few minutes to LISTEN?”
If you believe in the Golden Rule, then this whole message applies to you. The next time a business sales call comes in, take two minutes to listen to the spiel. Ascertain quickly if you might have a need and set a more convenient time to talk. Please don’t tell me how busy and important you are, because that’s a lame excuse. How about the person who trying to make an honest living through a legitimate business? Is his or her time not important as well? We need to respect each other and give credence where credence is due.
I had a salesman contact me last week and his opening line was, “I have services that will double your business!” I stopped him and asked, “Before we go on, tell me what you know about my business.” He stumbled and fell because he really didn’t know anything about my business and the conversation was over rather quickly.
The other rule is, answer all your calls before you go home. If someone thought you were important enough to leave you a message, respond and deal with it today. It will save you many more dollars because your staff won’t have to handle additional incoming calls over and over again from the same people you could have put to bed several calls ago. Stop hiding behind your voice mail America.
Let’s take to each other, trade fairly with each other and grow ourselves, our companies and our great country! As American business people, we are in control. Demonstrate it! please enjoy a prosperous week.
Regards,
George F. Mancuso, CPC
Q: Do you hunker down behind your Voice Mail?
A: A while back I was visiting the President of a company who was a client of mine. His secretary interrupted us announcing a phone call. “Put it in Voice Mail,” was his response.
“Damn Salesmen! I just hate those kinds of calls. Salesmen are always calling here wanting me to buy something.”
“Was that one of your regular salesmen, “I asked?
“Hell no! I don’t even know what he sells or what he wants. He just keeps calling here. Damn Sales men!”
Sadly ladies and gentlemen, this scenario is a daily occurrence throughout the business world. And for a guy (me) who handles at least 40 phone calls a day, I can understand the frustration.
HOWEVER, with that said, my question is, how do you know you don’t need what the sales person is selling? How do you know it’s not an opportunity to get involved in the newest gadget? How do you know this person isn’t representing a client who NEEDS your services?
I asked my client, “what if every time one of your sales staff made a call into a prospect, they received the same treatment? How much business do you think you’d have?”
“Yeah but they need the service we offer!”
“But how did they find out about you if they didn’t give one of your staff a few minutes to LISTEN?”
If you believe in the Golden Rule, then this whole message applies to you. The next time a business sales call comes in, take two minutes to listen to the spiel. Ascertain quickly if you might have a need and set a more convenient time to talk. Please don’t tell me how busy and important you are, because that’s a lame excuse. How about the person who trying to make an honest living through a legitimate business? Is his or her time not important as well? We need to respect each other and give credence where credence is due.
I had a salesman contact me last week and his opening line was, “I have services that will double your business!” I stopped him and asked, “Before we go on, tell me what you know about my business.” He stumbled and fell because he really didn’t know anything about my business and the conversation was over rather quickly.
The other rule is, answer all your calls before you go home. If someone thought you were important enough to leave you a message, respond and deal with it today. It will save you many more dollars because your staff won’t have to handle additional incoming calls over and over again from the same people you could have put to bed several calls ago. Stop hiding behind your voice mail America.
Let’s take to each other, trade fairly with each other and grow ourselves, our companies and our great country! As American business people, we are in control. Demonstrate it! please enjoy a prosperous week.
Regards,
George F. Mancuso, CPC
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