Yes There Is A Difference in Managers

QUESTION:  I have noticed a big difference among managers. It is not so much the varied technical skills or level of confidence but different senses of how quickly to move on a project. Do you have any comments on this subject?

ANSWER:  This sense of urgency you mention does make a difference in how effective you can be as a manager or sales professional. Certainly, a manager who presses ahead and gets the job done quickly will be viewed favorably by his/her constituents, other managers and the client. The sooner a solution is presented and implemented, the sooner a company can improve its effectiveness in the area in which demands the most attention. A manager who is a true leader bringing a sense of urgency will move faster through diagnosis, solution and implementation and encourage the staff to do the same.

However, remember that speed is not everything. Don't move so fast into a solution that the team is left behind. Many of us have solved the problem (or at least so we thought) on the first day and were anxious to implement the solution. But, unless a team wants and commits to a “buy-in” of a turnkey solution instead of mere advice on how they can address the issue, you do more harm than good by rushing.

Once you have the lay of the land in an engagement, discuss with your team and/or client what functions, processes and people are likely to be the "rate limiting step" of your implementation process. It might be information management, or staff scheduling, or approvals. Agree with your team(s) which ones are worth waiting for and which ones hinder rapid results. With this mutual understanding, and recognizing that some elements of your operation may not be able to move as fast as everyone wants, you can press ahead as fast as you have explicitly agreed with your team.

Changes in a client's market or overall economic conditions do present a challenge for management and sales teams. However, if you are in a position to see how your client or market is changing, it is also a great opportunity to increase the value you can provide.

Almost every change in an organization means a change on the organization chart. Positions are added or removed. Reporting relationship are typically altered. Overall structure may be leveled or new layers added. Each of these changes presents an opportunity to provide some services to smooth the transition. Ostensibly, these changes were thought out and intentional.  However, sometimes they are made with some, but not enough, forethought.
 

Once you feel you have a solid grasp of the emerging situation, develop some recommendations of how your plan(s) might help the transition. Thinking at the highest level will help you better understand your needs and the needs of your team and clients and will likely let them see you in a more strategic light.

Have a safe and prosperous week.  Your comments and suggestions are always welcome.

Regards,

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

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