Reflections of 2012 That Will Lead You Into 2013

Today's Desk of Gman, which is the last in 2012, is about reflection and perspective on what delights you about your profession and/or your business practices.Spend a few minutes thinking back over your professional career. Close your eyes (after you are done reading this) and go over the research, marketing, selling, engagements, client conversations, employee to employee conversations, analyses, interviews, publicity events presenting findings and recommendations and being called back to provide additional products, services or mentoring. What were the one or two most satisfying and rewarding events or moments you have experienced?

Was it when a team received applause at a board meeting for your work they performed under your direction? Was it winning an engagement or a sale you had been pursuing for some time? Was it reaching a unique conclusion or insight after a long period of analysis? Was it the times you spent with a valued colleague working on a difficult problem? What about being able to speak to audiences about your work or about your profession in general? Or is it the flexibility of lifestyle business and/or sales management can afford you?

Is there a pattern? What were you doing when you experienced your favorite moment? If you think about a few of your favorite moments, is there a pattern? Are they all related to selling your services or wining an engagement, or are they mostly about doing the work? Are the winning moments all of one type? If so, how will you make 2013 a year when you get to experience more of those delightful moments? Why shouldn't you focus your efforts on living a professional life full of joy?

Conversely, what were some of the worst moments of your professional career? Is there a pattern? Can you restructure your business practice to eliminate or at least mitigate them?  

 
2013 is exactly 2 days away.  I sincerely hope that my weekly messages of hope, leadership, management, sales and dealing most effectively with people in general has been a good inspiration to your business and personal lives alike.  I get my ideas from many of you who send me comments that reflect your perspective.  I get great pleasure from those of you who ask me great questions about business acumen, growth, sales and treat of and by people.  And I certainly hope that pleasure rings loud and clear each week as this “People Newsletter” goes out.

 
 I would like to wish you a tremendous 2013!  If we can ever be of assistance to you, please contact me via Email, U.S. Mail or call and we will respond immediately!
 

Regards,
George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.
Grinnell, IA 50112

Do You Believe In Mentoring?

Mentoring can range from a friendly discussion over coffee, to a few well chosen words at the water cooler, to a quiet hand written note for a myriad of reasons.  As a “manager” of a business or a team you should have at least an informal mentoring program in place with the full intentions of making it more formal as the program gains strength.

In days past, mentors were seen as the more senior and wiser members of the team.  It was assumed that their mentoring skills came from years of hands on experience.  And in the majority of the time, this concept probably held true to course.
But in today’s world, mentoring has become more accountable.  Mentors and those being mentored typically reach an agreement on issues, structure and intended end results.  It is my humble opinion that in the current business mindset, mentoring is less about seniority and power and more about teaching, sharing, supporting and developing.
I’ve been asked about the difference between a mentor and a coach and I have difficulty defining the difference as the roles are not clear cut defined.  Because there is ambiguity in most management activities, the difference can be elusive, thus I personally don’t have a logical answer.  However I will say that they both have value and they both can work splendidly.
So what is a mentor?  Perhaps a teacher; a trusted friend; is nurturing by nature; one who can give advice without being judgmental; a guide or role model;  one who cares about development of a persona not just a job;   one who help another become more capable.
Many formal programs have adopted a “buddy” program in which all new hires are assigned a more experienced employee.  The buddy is there to provide guidance and support and to be a good listener and this is especially important during the first few months.  For a new employee, becoming acquainted with policies and procedures and the cultural of the organization can get to be a bit overwhelming.
The bottom line is that it is still “all about people.”  People helping people;   People caring about others and offering help and guidance without having an ulterior motive. 
Make a dedicated effort to make this a tremendous week of giving for yourself and all with whom you come in contact.  All lives within that scope will be enriched. 
Regards,
George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.

Does Your CEO Foster Innovation Within Your Organization?

Does Your CEO Foster Innovation Within Your Organization?

Much has been written about creativity in individuals and formal processes to foster innovation in companies.

Convert problems to ideas: The stimulus for new ideas comes from being forced to focus on solving a problem. In almost every case, there are better ways to solve, or avoid, a problem. See problems as needing a new approach, not just something to power through using common wisdom.

1. Create an innovation system: Creativity exists in all organizations and in all individuals, but it is rarely channeled and deliberate. Make innovation intentional. Set up a time and set of steps to think about the nature of problems, the inputs and processes commonly used to solve them and the satisfaction of the outcomes. Where are alternatives possible?

2.  Make your sense of pain or urgency drive innovation: New ideas may be spontaneous but translating them into actionable processes or products requires emotional attachment. You have to see excitement or promise in new ideas to move them from thought to action.

3.  Hang out with other creative people and/or people who have the same problems you face: The same thinking yields the same results. Innovation is most fertile when several disciplines come together. Make it a point to get to know other business professionals who work in other industries or disciplines and ask how they would solve a common problem.

4.  Define what is most important:  Examples include recruiting, retention, short and/or long term revenue growth, new products or services.

5.  Recognize how the organization going to facilitate an Innovation Program:  Formal classes, outside speakers, a Management Acclimatization® session, collaboration of employees in a team concept are a few suggestions.

Make innovation a deliberate part of your business strategy. Considering that professional services has about a three year life (at least that was conventional wisdom a few years ago), you need to replace or refresh a third of your services every year. Write down a few problems you'd like to solve or services you'd like to introduce. Introduce yourself to a steady stream of new prospects to discuss these ideas and help them innovate as well.

Month one of 2013 is about to begin.  Are you prepared to do your part to grow yourself, grow your company and help your peers grow as well?  As always, here is my wish that you have a tremendous week.  If you feel Client Growth Consultants can help, please call or write and we will respond immediately!  Your comments and/or suggestions are always welcome.
Regards,

George F. Mancuso, CEO, CPC
Client Growth Consultants, Inc.
Grinnell, Iowa

 

What is the Role of Human Resources When Employees Quit Their Bosses?

What is the Role of Human Resources When Employees Quit Their Bosses?

Q

  If you are an HR Professional, what path should you take?

  If you are an Executive or Owner running a company, what path should you take?

I firmly believe that over 10 years ago I personally coined the phrase, “Employees Quit Their Bosses Not Their Company” and now it is a well used but vastly ignored fact of business life.

Human Resources:  You have performed several exit interviews and the bottom line continually goes back to unhappiness with the terminating employees’ supervisor.  And the reasons for unhappiness can and usually are varied from lack of communication, disrespect in public, different rules for different folks, lack of consistency, no opportunity to grow, no interest in a suggestion(s), deaf ear on safety issues and the list goes on.
These stats must be presented not only to executive management by HR so that all members of the management team can quickly identify problem areas and react accordingly.  High turnover percentages in any given department or supervisor, the estimated cost of replacement which is typically 50 to 75% of base salary, fixing a broken system or supervisor are all critical pieces of information need to stop a negative affect on the morale of the organization not to mention the bottom line on the P&L.. 
Executives/Owners:  If you are not getting this information you are missing a huge piece of the puzzle needed to be affective in your management posture.  It matters not that you are a small, medium or large organization.  Employee Retention IS a Management Issue NOT a Human Resource Department issue.  I’m not suggesting that HR shouldn’t be considered an intricate partner but the marching orders typically come from the top.
And please remember three additional thoughts that I have echoed for years:

A.       BAD companies condone bad managers and GOOD companies fix bad managers!

B.      It is bad enough when an employee quits and leaves but it is worse when an employee quits and stays!

C.      94% of the time the system is broken NOT the employees.

Employee Retention is purely a people issue and most broken systems can be repaired.  Don’t be too proud to ask for help.  Call or write and I will respond immediately!  Management Acclimatization® is typically a four hour onsite event that will bring teams together.

Regards,

George F. Mancuso

George F. Mancuso, CPC, CEO

 

Do I Have To Earn Your Trust or Earn Your Distrust?

When I interview prospective clients for the recruiting and consulting side of business, it’s important that I understand the culture and learn what I’m dealing with.   So I ALWAYS ask this dynamite question:  Just think of the knowledge I garner from the possible answers. And ask yourself, what would employees say about me if I was asked this question?

“At this company which statement is more correct?”

A.    I have to earn your trust?  OR

B.    I have to earn your distrust?

Most narcissistic people I have met want all the glory.  Their writings and verbal discussions are so filled with the words, “I and ME” that it becomes nauseating.  But let somebody on the team make a mistake and it suddenly becomes all about “that” person and what is worse, the narcissistic wants everybody to know that the mistake wasn’t his/her fault.

Let’s examine what the some of the ramifications of answers to either A or B.

A:  Tells me that this person doesn’t trust anybody;  That he/she is going to always be watching over my shoulder ready to pounce on the first mistake;  That he/she probably has a personality that wreaks of “I’m always right;” That he/she has no problem speaking or acting in a condescending manner just make him/herself appear as the only authority; And probably a guy or gal that will ride you hard and put you away wet time after time and without any compassion for the consequences.  PERSONALLY, THIS IS NOT MY FAVORITE KIND OF PERSON>

B:  Tells me that this person is confident and mostly defined in their role; That he/she sees the value in me; That they trust me to do achieve what my talents, abilities and promises allow me; That they understand there will be bumps in the road but that we will probably all learn and move forward;  That he/she will probably be a good mentor and help guide to excellence for both myself and the company.  PERSONALLY, I GRAVITATE TOWARDS THESE TYPES OF PROFESSIONALS.

Within any given industry today, there so may people in the “A” category that cost their companies thousands if not millions of dollars.  Micro-Managing and Micro-Managers are NOT good for business.  If you company experiences this and you can’t find a fix, you can review a short 4 hour process we perform on site call Management Acclimatization® and I’d be happy to discuss this at any time.

Be a great citizen this week and make it wonderful for not only you but everybody around you.  Call or write if I can help.

Regards,

George F. Mancuso, CPC, CEO

Client Growth Consultants, Inc.