BIG, BAD Productivity Myths (#6)

BIG, BAD Productivity Myth #6: I want someone to work with me who has opposite talents.

Opposites may attract in love, but not in the workplace. We often think that our professional foil will be the perfect balance to our lackings. In theory, that may be true. Someone with opposite talents does bring entirely different capabilities to the table. However, it is nearly impossible to have a successful, long-term working relationship with an individual who possesses an opposing instinctual method.

So if not your opposite, then who?

It is far better to seek out someone who offers complementary talents. This combination creates a healthy challenge to your comfortable ways, while avoiding outright conflict. You'll find that your effort, when combined with a complement, grows exponentially. I'd say that's a much better option than having your effort canceled out by an opposite. 

Transformation as Innovation

I confess...I am a reality TV junkie. A recent addition to my repertoire is "The Next Iron Chef" competition featured on The Food Network. In last week's show, the chefs' challenge was to take a well known ingredient (mustard, hot sauce, ranch dressing, mayonnaise, etc) and reinvent it into something unrecognizable (yet still tasty) to its original form. So: same ingredient, completely different use and perception. The host referred to it as "transforming" the ingredient.

Transformation as Innovation

Someone once told me she didn't feel innovative because she never created anything "new." Yet, as illustrated in the Iron Chef challenge, sometimes you do not have to create anything new to be innovative. Merely looking at something from a new perspective or putting existing items together in new ways is just as contributory to the world of invention and creativity.

Are you struggling to create something out of nothing in your business for the sake of "innovation?" Maybe you should adjust your goal to the transformation of people, resources, or ideas that you already possess.

Once Upon A Time...What Storytelling Can Do For Your Business

Once Upon A Time…

While sitting in Starbucks sipping on my non-fat pumpkin spice latte with a shot of cinnamon and extra whipped cream, I happened to notice a brochure about the history of coffee. The title sounded intriguing enough—and I had some time to kill—so I decided to treat myself to a quick history lesson. When I finished reading, I gained more than dates and facts. To my surprise, I actually felt a deeper appreciation for Starbucks and my wonderfully prepared pumpkin spice latte. I was not only enjoying a caffeine hike, but I was also participating in centuries of coffee history! Wow! (Ok, I must confess, the extreme excitement wore off in a couple of minutes, but my greater appreciation for Starbucks stuck with me). So, why would Starbucks spend all that time, energy, and marketing dollars to bring the story of coffee beans to me, the consumer?

The Main Storyline…

I think Starbucks—and many other companies for that matter—are on to something. That is, the crafting of powerful stories to sell a product or service. The Information Age has done us well. It gave us computers, loads of data, the internet, iPods, LED flat screen TVs, and a wealth of other stuff. Yet the Information Age also gave us something else: information overload. I do not have to go into detail describing this affliction, for most everyone has felt it at some point in his or her life. But just to remind you, it is that writhing pain that develops after an attempt to cram more data into one’s brain than the gray matter can handle. Certainly no light issue, information overload is considered an actual disorder, coined by Alvin Toffler in his 1970 book Future Shock. 

Though it seems obvious that the last thing people want is more information, that is exactly what most companies continue to give consumers. The financial sector, in particular, is guilty of this crime. Financial professionals feed statistics, numbers, graphs, and pie charts to people like no other industry. Unfortunately, this practice only adds to the overload that consumers already feel. Have you ever had a client look at you with glazed over eyes? Case in point. 

Simply put, consumers are no longer enticed with more information, and business persons must come up with a new strategy as a result. This is not to say that information is bad. It is, however, not enough.

The Plot Thickens…

So how does this all relate to you? Regardless of your industry, product, or service, the key point is that your sales conversation should take the form of a story, rather than a fact sheet. Recent Cheerios® cereal commercials feature a grandfather and his granddaughter. Though the core message is that Cheerios® has heart-healthy benefits, General Mills smartly expresses this message through the story of a long-lasting relationship between grandparent and grandchild.

And They Lived Happily Ever After…

• Dive into this topic further by picking up a book. I personally recommend A Whole New Mind by Daniel Pink. This easy, but enlightening read gives you simple suggestions for connecting with an information overloaded society.   
• Become aware of the great stories around you. Pay careful attention to your favorite movie, a persuasive advertisement, or a phone conversation. Ask yourself: what were the storylines? What made them good/bad? What principles of storytelling can I extract?
• Take a cue from the Grimm brothers, but don’t take it too far. We want our stories to be captivating, but also truthful. Leave the witch’s brew and bean stalks for the fairy tales.

Think big. Plan well. Tell incredible stories.

Why We Do Our Best Thinking In The Shower

In a previous blog post (March 12, 2010), I busted the Big, Bad Productivity Myth that menial or most hated tasks should be tackled at the beginning of the day. The truth: it is far better to to take on the most profitable tasks first, and leave the "must do" tasks until the end of the day, when you are already drained.

A reader asked for the research and theoretical concept behind this myth-busting. If you are also interested in the research, or you just want to know why we do our best thinking in the shower (I promise, the two tie in together), then read on!

Each person has finite ergs of conative energy, and though all striving activities drain that energy, activities which go against our natural instincts drain our energy faster and produce less results. So, it makes sense to put our limited energy into those things that align with our strengths and achieve results. Similarly, it makes sense to put little to no striving energy into those tasks that require us to go against our grain but, instead, convert those activities into mindless habits. Think, for example, of how many times you've come up with fantastic ideas in the shower. It was most likely because you've performed the task of showering so many times that it has become a mindless habit. Since you put no striving energy into the activity, your mind and instincts are free to wonder. But, what if I told you to reverse your showering routine? How would that alter the experience? And would you still consider it a mindless habit (at least initially)?

Raymond Cattell, in 1947, was the first to connect the term "erg" with our measurement of conative energy in his "The ergic theory of attitude and sentiment measurement" from the Educational and Psychological Measurement. Proof for the finite nature of our conative energy is rather intuitive. Think about your physical energy. There is a clear point when you can no longer exert physical energy -- think of runners that fall exhausted at the end of a race. No amount of will power could keep their physical energy going -- it has simply run out, been used up. And in this instance, the only way for the runner to regain physical strength is to rest. The same is true of conative energy. There is a point when a high Fact Finder can no longer research. Likewise, high Quick Starts can reach a point of inability to brainstorm. The only remedy for conative exhaustion is to rest (a.k.a do non-striving (recreational) activities...or frankly, do nothing!).
 

So with all of this in mind, think back to the idea of taking on your most hated tasks at the beginning of the day (the implication is that these tasks go against your instincts). You have a finite amount of energy to exert at the beginning of the day, and if you throw that energy into a highly depleting task, then you will be left quickly exhausted with little to show for it. If, however, you throw those "fresh" ergs of energy into your strengths, you will accomplish much. Thus, you can broach those hated, menial tasks at the end of the day, when they are forced to become mindless habits (since, at that point, you simply have little to no conative energy left to give them).

The Secret to Successful Sales

What is the secret to successful sales?...Satisfying your prospect's buying needs.

 

When making a buying decision, your prospective client always goes through three, almost entirely subconscious stages:

 

WHAT am I buying?

This phase of the buying process deals with the cognitive (or "thinking") part of the mind. Though it seems obvious, the importance of identifying and distinguishing the specifics of the product or service cannot be underrated. If you are purchasing a car, you need to know the general specs: what is the safety rating? What is the gas mileage? Color? Year? Model? Is there a warranty? These are the basic facts and figures of the product or service. If you have a complex or little-known product, you may need to spend more time guiding prospects through this stage of the sale.

 

WHY am I buying?

This component of the buying process is determined by the affective (or "feeling") part of the mind, because people make purchasing decisions according to their values. One person may buy from a particular company (even if the prices are higher) because he shares the mission and values of that organization. Another person may buy a lesser-priced, generic product because she esteems frugality. Yet another individual may buy the safe car over the flashy one because family safety is more important to him than impressing friends. Key lesson here: a successful salesperson learns the values-system of the prospect, and proves that a purchase of the product/service leads to the fulfillment of those values.

 

HOW am I buying? 

This is the one phase of the buying process that is either misunderstood, grossly overlooked, or both. How someone buys is affected by the conative (or "doing") part of the mind. Any time a person strives to make a decision, solve a problem or create a solution, he follows an ingrained method for doing so. If that method is satisfied in the buying process, then a sale can be made. If that method is ignored or even conflicted, then the sale is most certainly doomed. Here's what I mean by determining how a person buys: some people need to get all the facts, do the comparison shopping, read the reviews, ask around -- essentially become an expert on an item before they buy it. Even one unanswered question could cause enough doubt and stress to kill the sale. On the other hand, individuals who are natural bottom-liners can be talked out of a sale. If the salesperson shares too many facts and figures, the prospect shuts down and moves on. As another example, some people need to touch, taste, hear, see the product. Merely talking about the quality of an item does not satisfy their need to concretely experience the quality of the product. For instance, some hinge their car-buying decision on the test drive, others see taking the car "for a spin" as a completely unnecessary step. Here again, it is critical for you to remain buyer-focused. Learn the "purchasing MO" of the prospect by asking questions (like: "How do you best receive information?" and "What can I do to make your decision-making easier?"), observing their responses, and listening to the prospect's expression of needs (for more information, more time, a product sample, flexibility, etc).  

 

Unfortunately, when it comes to a successful sale, majority doesn't win. ALL of the questions above must be satisfied...not just two out of three. If you are struggling to convert prospects into clients, use this information as a diagnostic tool. Evaluate your sales process against each of the three phases. Ask yourself: Am I taking intentional and strategic measures to meet the needs of my prospects in every stage of their decision making?

 

So, forget the "5 Ws" -- all you really need is the What, Why and How.

Hiring Mistakes Will Cost You, Big Time

I am sure that you've heard the phrase "cost of a bad hire" before. You may have even used it yourself. But have you ever taken the time to actually quantify that cost? Be careful...the true number may scare you.

Here are a few statistics about just how large a financial blow a failed hire can cause:

• In a study of 444 North American companies (completed by Right Management in 2007), 42% reported the cost of a bad hire to be two times the employee's annual salary, 26% reported a wrongful hire to be three times the employee's annual salary, and 11% reported the cost to be as much as five times the employee's annual salary. Only 15% of the companies declared the cost of a bad hire to be equal the annual salary (still, a significant amount of money).

• The Bureau of Labor Statistics estimated employee turnover costs in 2009 to be $300 Billion.

• A new hire requires an investment in advertising, interviewing, relocating (when applicable), training, salary, time and technology. A bad hire means all of that investment is wasted. Worse yet, you are back where you started...but with less money.

If you have a stronger stomach, and would like to determine the specific financial toll for a mistaken hire in your company, you can do so with this "Bad Hire Calculator:" http://www.adpselect-info.com/badHireCalculator.html

So how do you avoid this money- and morale-draining pit? Quite simply, invest in your selection process. An up front risk analysis of each candidate is the only way to keep you from paying the "bad hire gods" down the road. Partner with a company that specializes in predicting performance (particularly over the long term), reliably assessing candidates (with special attention to measuring conative talents) and easily tying into your existing hiring practices. If you are not already convinced, just look at the numbers. The candidate evaluation programs that we offer are often a mere 5% -- at the very high end -- of the position's salary. That is chump change when compared to the reported cost of a bad hire, which averages 200-300% of salary. So the choice is yours: pay a little now and get a successful employee over the long-term OR pay a whole lot later and gain nothing but regret. It's a no brainer!

The Manager/Direct Report Disconnect

Here is a quick challenge for you:

1) Pick a specific role in your company, like "marketing assistant"

2) Go to the manager of the marketing assistant(s) and ask what top skills/talents are required for the marketing assistant role

3) Go directly to one of the marketing assistants and ask what top skills/talents are required for the marketing assistant role

4) Compare answers

From my experience, the answers you receive in step 2 and 3 are different, and sometimes completely opposite. This disparage means that the manager's perception of the position is different than the reality of the position...which is a big problem. High performance is impossible to achieve when the manager and direct report are not even on the same page about the demands of the job role.
 
(Though not always) the person IN the position usually has the most accurate understanding of what is required to perform the job well. Many managers, in contrast, have never actually performed the role that they are managing. Thus, the manager's understanding of the role and what it requires is, oftentimes, an inaccurate one. Yet it is that faulty perception that the manager uses to train, judge performance, and measure success. The result is a direct report who feels he must do one thing to get the job done and another thing simply to please the manager.
 
I have seen this problem persist for years within a company before being fixed -- or even identified! A particular role is notorious for a poor supervisor/direct-report relationship or plagued with high turnover, but no one knows how to get at the root of the problem...and therefore, nothing changes.

The good news is that identifying the in-congruence between the manager and job performer is actually quite simple. In our company, we use a 20-minute assessment* to quickly and reliably diagnose the problems and craft a tailored solution. Who knew that years of poor performance could be pinpointed in 20 minutes? Well worth the time, isn't it?

*If you would you like to read more about the assessment mentioned, visit: www.preparingforlaunch.com/BusinessSolutions.html

Giving Others What They Need

One Saturday afternoon I was washing dishes in our kitchen. Our lawn mower stopped working a few days prior, and my husband was in the garage diligently tinkering with the machine.

A brief side note...
My husband -- in terms of instinctual talents -- is referred to as a "high implementor." That means he actually likes when something breaks around the house, because he naturally engages in hands-on, fix-it type tasks. Then there is me. If I attempt to fix a leaky faucet (and I wouldn't do so without coercion), I end up creating an in-house river. In instinctual terms, I am a "low implementor." My talent lies in visualizing solutions...not in actually building them.

So I was scrubbing a pot when Ethan treads up the basement stairs to announce, "Honey! I fixed the lawn mower!" With that mere statement, my low implementor needs were met. I got it; the lawn mower now works...great! For me, the communication process was successful. Another item taken off the checklist for the day; time to move on.

My back was turned, but I could sense that Ethan was still standing at the top of the stairs. I turned around to find him motioning for me to follow him downstairs. Knowing my husband, I knew what was coming next. Though it was instinctually unnecessary for me, I knew that Ethan needed to physically show me his work. Simply communicating that something was accomplished didn't satisfy his innate need to demonstrate the success. So I pulled off my dishwashing gloves and followed him into the garage. I tried very hard to seem interested as he pulled off the cap to the mower engine and pointed to his fixes.

Clearly, Ethan and I are wired very differently. And that hardwiring determines how we communicate. I talk about ideas without ever touching an object or building a model. Ethan, on the other hand, must have a visual tool, a concrete demonstration of his thoughts. When we work independently, we draw on our own instincts. But when we work together, we must be tolerant of each others' method. Over time, I learned to give Ethan what he needs to feel successful, and vice versa. As in my story above, I didn't need to have a visual explanation of the fixed lawn mower, but Ethan did. So participating in his 3-minute demonstration was well worth it.

Though marriage is not a business, many of the principles that apply to your marriage also apply to your relationship with employees. Are you giving others what they need to be successful? Do you recognize that your employees may have a different method for communicating and solving problems? Do you automatically move on when your needs are met, regardless of whether or not your team's needs are met?

Oftentimes, it takes an act as small as walking down the basement stairs to view a fixed lawn mower to boost team morale and give others what they need to be successful.

Leading Reason Employees Leave

I recently came across a book by Leigh Branham entitled 7 Hidden Reasons Employees Leave. The "provocation" of the book is that money is often not a key factor in employee resignation, as often assumed.

So why do employees quit their jobs? Reason #2, according to Branham, is a mismatch between the person and the job. Her conclusion is based on striking research that shows "80% of workers feel they are not being allowed to use their strengths on a daily basis, [and] too many managers lack the passion for getting the right people into the right jobs."*

Wow -- that is an incredibly significant insight into the culture of American business. 

Let's take a moment to dissect Branham's conclusion, because there are two critical and distinct components:

Part One: Workers feel they are not being allowed to use their strengths on a daily basis.

Notice this statement does not say that workers lack the necessary strengths to be successful. Rather, the statement's basic premise is that workers have strengths, yet those natural talents are being restricted, misunderstood, punished, or ignored. The more I think about this concept, the more absurd it gets. The strengths, the raw talents, are already there. But no one is tapping into them, and management may even be (knowingly or unknowingly) deterring their use. 

Part Two: Too many managers lack the passion for getting the right people into the right jobs.

My first thought is "Why?"

Lydia Morris Brown, a reviewer of Branham's book, summarizes the explanation: "For some managers, helping employees grow and use their talents is not a high priority and, for others, they are so rushed to hire that they just hire warm bodies."* To me, there are two solutions to derive from that explanation. First, managers need to adjust their priorities, placing employee growth and maximization of natural talent at the top. Second, the hiring process needs to slow down, so better--as opposed to faster--hiring decisions are made. 

What does this mean for you?

If you've experienced any employee turnover, whether one person or one hundred, it is critical that you examine the circumstances of each employee's resignation against these factors. What you may have thought was an isolated situation or unconnected instances, may actually be the result of ingrained organizational culture that is driving out talent from your company.

*http://docs.google.com/viewer?a=v&q=cache:A_z0_BwHDG4J:www.keepingthepeople.com/pdfs/7HiddenReasons_BBR_Full_Review.pdf+top+reasons+why+employees+leave&hl=en&gl=us&pid=bl&srcid=ADGEESjCgt5kS7DeKgWVmFvOY4WQdKeyq28S09ztfmordwb0tcHGqrZW-7vaSGMccTlC90vPQyUs42n1f91ohlMtoWHZp1iAk6vzONN5NIRj49k15kTi3GZD09gtDwC_nB2iHdpi3ZBr&sig=AHIEtbTIhRN2YxJ6fNUieWdhcRJrOpOeIA

Hammer vs. Pick Up Truck

A colleague of mine, Stephen Semple, once shared this illustration with me:

"Which is better: a hammer or a pick up truck? Well, it depends if you want to haul wood or drive nails. You can haul wood with a hammer. You can also drive nails with a pick up. But, why would you?"

If you often feel exhausted, frustrated or under-accomplished, it may be that you are putting your effort into the wrong things...like hauling wood with a hammer. You may still be getting results, but the road getting there is a tough one. The key is to identify your natural strengths so you can strategically target your efforts to get the results you want, while being successful and satisfied in your work.

The irony with a lot of poor performing teams and individuals is that they already have all of the right tools...it's that those tools are misused and energy is put in the wrong places.   

So, how many nails are you trying to drive with a pick up truck?

Magic 8-Ball Hiring

There is a hiring “method” out there that I lovingly refer to as Magic 8-Ball Hiring. Though I have never witnessed it in person, I am convinced that – behind closed doors – a business owner is whispering into a Magic 8-Ball, “Should I hire Janet?” then giving the clairvoyant toy a good shake.  

Ok, all kidding aside. You may not consult a Magic 8-Ball (or maybe you do) for hiring decisions, but, in all honesty, is your evaluation process really any better? Are you using a reliable and valid tool to predict who is a good hire and who is not? Or do you keep getting the message, “Reply hazy, try again?”    

A Magic 8-Ball can solve many of life’s mysteries, but it does not provide an answer for the challenge of who to hire. Don’t leave your hiring decision to chance, when there are tools and experts who can provide you with certainty.

Just for kicks, (and maybe a flashback) here are the 20 standard 8-Ball answers:

• As I see it, yes
• It is certain
• It is decidedly so
• Most likely
• Outlook good
• Signs point to yes
• Without a doubt
• Yes
• Yes – definitely
• You may rely on it
• Reply hazy, try again
• Ask again later
• Better not tell you now
• Cannot predict now
• Concentrate and ask again
• Don't count on it
• My reply is no
• My sources say no
• Outlook not so good
• Very doubtful

BIG, BAD Productivity Myths

BIG, BAD Productivity Myth #5: Some people are more creative than others.

Creativity is, in fact, equally gifted to each person. Bob is no more creative than Jen, who is no more creative than Sam. The difference is the way in which each person expresses her creativity. And that is where the confusion begins. We stereotypically think of creative people as those that come up with big, inventive ideas or wow us with their original works of art. Yes, those are incredible examples of creativity. However, we cannot forget that someone who designs a streamlined organizational system for an office space is equally creative. We also cannot diminish the creativity of someone who craftily infuses data and statistics into a business proposal.

A British science fiction writer, Brian Aldiss, wrote, "Whatever creativity is, it is in part a solution to a problem." I think Aldiss has a good handle on the concept. Anytime a person strives toward solving a problem or seizing an opportunity, his creative instincts are at play. No matter what form the solutions takes or how "far out" the idea, the process of arriving at a solution is inherently creative.

Thus, whether we are observing a marketing executive pull together a advertising campaign or an administrative assistant derive an office schedule, we are witnessing two beautiful, and equally creative instances. 

Self-Mapping

When I say that I help people identify, understand, and channel their natural talents, one of the responses I receive is "and why would someone want to do that?"

Fair enough.

Here's why:

In his best-selling book, 7 Habits of Highly Effective People, Stephen Covey offers a lesson of basic navigation. He points out the absurdity of maneuvering the city of Chicago with a map of Detroit. Despite any positive attitude, raw intelligence, and good effort you may have, those qualities do not change the fact that you are just plain lost. If you have no knowledge of the city -- or worse yet -- you are using an incorrect guide, then you can't move strategically. You are at the mercy of guesswork and trial and error. The result: total confusion and ineffectiveness.

This lesson is equally true when it comes to your life. If you have no internal mapping, no understanding of who you are and what you do well, then you've chosen a directionless fate. You enter each new opportunity, challenge and phase of life with a 50/50 chance (if you're lucky) of getting it right. Instead of intentionality, your life is about risk management. You just hope that each "shot in the dark" hits the mark. 

So the important question is: What "map," if any, are you using as a guide for your life?

To me, the very simple -- yet powerful -- act of identifying your strengths reaps enormous dividends of clarity and direction throughout your life journey.

Getting Through Transitions

Transitions are a fact of life. Your business, your marriage, your house, your kids...your stage of life is almost always in a state of flux - whether good or bad. So our need to deal with transitions is not within our control; but how we deal with them is.

Sometimes transitions are so significant that we lose our sense of self. It is like being caught in a tornado, and trying to determine which way is up. Your internal compass is tossed and mangled, and you are left incapable of making an accurate reading. I remember as a bride everything in my life changed - my home, my family, my dependencies...even my name. Though most certainly the best day of my life, the happiness of the occasion did not erase the overwhelm of the transition.

The problem with overwhelming transitions is that we: 1) lose sight of who we are independent of the transition period; and as a result 2) perform at uncharacteristically low levels, despite the amount of time and energy we put in. The fact that we try so hard to apply ourselves during these transition periods, but cannot seem to identify what method is best, also breeds a deep sense of frustration and confusion. We tend to try several or all different methods, in an attempt to rediscover who we are and where our talents lie. Thus, to the outside world, a person in transition appears sporadic and contradictory.

The good news is that there is a way to minimize the negative effect of overwhelming transitions: identify and foster your unchanging talents in a period of stability. The Biblical story of the wise and foolish builders (Matthew 7:24-27) teaches that a steady foundation firmly holds the house during a storm. Knowing your talents in the calm allows you to remain strong and be less shaken by  the transition.      

If you are already in the "storm" of transition, then look back. Think about a time in the past when you were on your "A" game, when you were satisfied and successful in your work. What was different then? What made that time so positive? For you, the best means of moving forward is to momentarily look behind. Also, do not be afraid to seek help. Oftentimes the overwhelm of transition is too great to handle on your own. Find a professional to coach you through the change, so you can quickly return to a place of satisfaction and success.

Setting Clear Expectations

I have been reading Ten Thousand Horses by John Stahl-Wert and Ken Jennings, a book about "how leaders harness raw potential for extraordinary results." I've always had a habit of highlighting sentences or phrases that capture me as I read. But in one section of Ten Thousand Horses, there is a sea of green highlighter.

What struck me as so significant was a discussion on expectations. Specifically, the faulty assumption made by many employers and managers that their expectation for employees is clear. Making a bad situation worse, when those [un]clear expectations are not met, the employee is considered incompetent, not the manager.

While it is perfectly acceptable to have high requirements for employees, "mind-reading" is not one of them. As a manager or business owner, you must clearly express -- in specific terms -- your expectations for each employee. And this principle applies on multiple levels. You must be clear not only about the entire thrust of their position and purpose with the company, but also in your requirements for each project/work task. When you form a habit of clearly communicating expected results, you are more likely to get those results.

So the next time your expectations are not met, take a better look at your communication habits, as opposed to your employees' performance.
 

Stress Reduction at Work

How do I identify the cause of my stress?
One of the leading causes of workplace stress is a mismatch between the natural talents of the individual and the requirements and expectations of the position. Simply put, the person feels he or she must "be something else" in order to properly perform the job. Consistently going against your natural grain in this manner -- especially in the long term -- leads to significant stress, tiredness, frustration, lack of productivity, and can even cause more serious emotional distress (such as depression), conflict with coworkers and family, and other personal problems.

How can I reduce my stress level?

If you can identify with the scenario above, it is best to take a step back and rethink your job role. Are the requirements and expectations of your position flexible? Is there a way to rearrange or exchange work tasks for those that better suit your talents? For example, you may be best at doing the research and analysis, then passing your findings on to someone who incorporates that information into a spreadsheet. Or, maybe you are much better at creating the marketing plan, while someone else oversees the actual implementation. Task "bargaining" with colleagues can go a long way in relieving your own stress, and possibly that of fellow employees. Another question to consider is if you can achieve the same results, but by a different method. If you are required to prove the quality of a product, you could do so by showing research-based evidence, rather than building a physical model. Or, if you are expected to gain five new clients each week, you may be more effective by leveraging current relationships for referrals rather than cold calling. The key strategy is to "change up" how you approach your work, and see if that relieves your stress.

When is changing jobs the best option?
If you have tried approaching your work in different ways, and you still feel overwhelmed with stress and frustration, then it is time to move on. Most job roles that are flexible are salvageable; but if you find little to no wiggle room in how your approach your role or no ability to barter tasks with your team, then it is best to search for a job that better suits you and your natural talents. Just be careful not to commit the same error, and take a new job that has the same problems. Fool me once, shame on you; fool me twice, shame on me. To avoid this trap, it is always helpful to work with a career expert or performance coach to assist in your job search.    

Message to Innovators

Are you always seeking a new method, a new approach? Are you motivated by challenge? Do you feed off of high risk/high reward situations? 

You have an innate ability to look at things in a new and fresh way. Your flexibility and willingness to rethink the situation is not only natural to you, but also invaluable to your personal success and that of your team/organization. 

Here are a few tips for harnessing that incredible innovative energy:

Don't apologize for your shortcuts or insistence on the bottom-line. You are a visionary. Your mind is in the future. So, understandably, you can't get bogged down with traditional systems or minute details. However, appreciate the fact that others are wired differently. Though you may not need to research the facts or follow the plan, give others the space and time to do so.

Be sensitive to those who don't embrace change as you do. Recognize that change can be stressful for others. In those instances, be sure to point out things that will stay the same. It is also helpful to describe the change as an "enhancement," which focuses the discussion on the positive impact of the transition.

Wait until the last minute. Yes, you read it correctly. Your energy is charged when you are up against a deadline. You are most motivated (and oftentimes do your best work) in the 11th hour, so take advantage of the time crunch! Just be sure to warn others of your last minute approach. 

Rely on verbal communication. You are naturally charismatic with words...so use them! Tell people what you are doing and get their buy-in. Your effectiveness in selling your vision is a key component of your success.

Capture your ideas with a recorder or answering machine. Your strongsuit is to constantly develop new ideas. The trouble is capturing them! Ensure that you do not forget or lose track of your best ideas by leaving yourself a voicemail. No matter where you are or what time it is, you can always call into your voicemail and record your thoughts.

BIG, BAD Productivity Myths

BIG, BAD Productivity Myth #4: If I work hard enough, I can become good at it.

One popular strategy for self-improvement is to identify your strengths and weaknesses, then work very hard to improve on the weaknesses. The result always seems to be a person with a set of strengths, and a set of somewhat-improved weaknesses.

To be clear, I am a strong believer in determination and self-belief. But, if you are running in the wrong direction, running faster does not correct your course. We each have a finite amount of energy to put in our work -- why not target your efforts toward those things that you do best? If a certain approach does not come naturally to you (and there are other acceptable approaches that do), then change course!

You have probably heard the phrase, "Work smarter, not harder." Though it has become a bit cliche, the message is still a powerful one. Don't throw more effort and energy into something that isn't working...especially if your only goal is to "become good at it." Step back. Take a new approach; one that utilizes -- rather than drains -- your talents.  

Hiring Out of Pain

Have you ever made a decision based on emotion? Dangerous, isn't it?
 
There is one industry that actually relies on people acting on emotion. If you guessed real estate, then you're right. It is said that if home buyers begin decorating a home in their minds (ie. "The couch would look good over there," "I can see the kids' pictures over the fireplace"), they are emotionally -- and therefore successfully -- sold.
 
Emotions get us to make a lot of decisions that we wouldn't otherwise. It is simply part of our human nature for strong emotion to trump reason. So it is no surprise that this rule applies equally to our hiring decisions. I see the mistake play out over and over: a manager or business owner hires out of a place of pain. The result is that an "extreme" candidate is hired and fails to be successful in the long run.
 
For example, a small company was looking for a new office administrator. The previous one left unexpectedly due to personal issues, and just a few weeks of trying to get along without her was painful. That pain led the business owner - and rest of the team - to seek out someone with extreme organizational and administrative talents, to contrast the complete void of those talents within the team. In the end, the new office administrator was so insistent on structure and rigidity that her approach conflicted with the team. Needless to say, it didn't work out.
 
So how do you avoid hiring out of emotion?
 
1. Bring in an outsider. Work with a consultant who is outside of your team and can be objective about your current situation and future needs. By being in the business, you have emotional biases (some you may not even be aware of). An outside expert can more effectively diagnose the problems and craft a successful solution.
 
2. Use scientific assessments/instruments. Facts and figures don't lie...and they certainly aren't emotional based. Science is as objective as you can get. It is important to have a good gut feeling about a candidate, but be sure to back up those feelings with solid evaluation.
 
3. Don't be rushed. It is amazing what a good night's rest can do. Our emotions are highest in the heat of the moment. When you "sleep on it," you have a better chance at making a more rational decision. Also, a sense of urgency can push us into wrong or uncomfortable decisions. It is better to take control of the situation...and the timeline. Though it doesn't always feel like it, most things can be held off until tomorrow - especially if the decision is as important as hiring the right person.

BIG, BAD Productivity Myths

BIG, BAD Productivity Myth #3: Attend a time management class.

 

I have heard it said that "If you want to waste time, go to a time management class." Though some people can and do benefit from time management instruction...there is an equal (and possibly larger) group of people that do not benefit...to the extent that time management courses can even be counterproductive.

 

Why are time management classes helpful to some and not at all helpful to others? 

 

The answer is simple: because there is no one right way to manage your time. You do not have to follow a particular time-blocking chart or module scheduling to be successful. The key to being responsible with your time is to find the method that works best for you. Maybe multi-tasking and dealing with interruptions/crises as they come is your most efficient method. Maybe taking on tasks one-by-one and scheduling each component of your day is more comfortable for you. Either way, it's your best way of managing time that matters...not someone else's.

 

Don't Underestimate Learned Behaviors

I was in a coaching session with a client who is what I refer to as a "resistant Follow Thru." That translates into a talented multi-tasker who takes shortcuts and seeks out the most efficient (fastest) route to a result. He is consistently inconsistent and most of all...definitely NOT organized. His desk and office were a mess -- all in keeping with his innate method of operating. He would probably say, "Why take the time to organize if you have something to get done?"

 

However, when we started talking about his personal life, he revealed to me that he organizes the clothes in his closet by color. I almost fell out of my chair. That behavior was completely out of character for him. Upon further probing, I found out that his mother insisted that he and his siblings organize their closets by color when growing up. Clearly, the learned behavior became ingrained in his childhood and thus stuck with him into adulthood. 

 

As with my client, learned behavior can be a strong force -- an overriding power -- to our instincts. In some cases, this force is positive and we can harness learned behaviors to our advantage. In other cases, learned behaviors can be very harmful to our personal productivity and satisfaction.

 

When are learned behaviors good?

 

Learned behaviors are positive when they become "mindless" habits. In fact, making something a habit (a sort of redundant learned behavior) is a strategy for dealing with activities that force us to function outside of our natural talents. For example, I do not naturally stick to a schedule - at least not a rigid one. Yet, some things just have to happen regularly...like paying bills. So I've made it a habit to divide bills according to mid-month and end-of-the-month payment as soon as I receive them. I have repeated this activity so many times that I don't think about it or commit much effort to it anymore. So the learned behavior, though somewhat contrary to my natural instincts, is a positive and even protective strategy.      

 

When are learned behaviors bad?  

 
Learned behaviors are bad when they override our natural instincts to the point that 1) we feel stress and/or 2) we lose sight of what our natural instincts really are. A prime example is of a person who puts a great deal of energy into following a time management system that she learned in a training program. It is a system that she fully understands and is expected to follow, but is not at all something she would naturally use. So the stress and frustration of forcing herself to follow the system is much greater than the benefit. Another example is of a person who has performed an activity for so long, that he just assumes it must be natural to him. Slowly, the person starts to define himself by his activities and behaviors, rather than his innate instincts for taking action.

 

I recently heard a story about a lion at a zoo who was put in a very small, temporary cage while his much larger habitat was being remodeled. Unfortunately, the renovation took far longer than planned, and the lion became very used to his tight quarters. When the time finally came to release the animal into his expansive new home, he stayed within a small area....which happened to be the same size of his temporary cage. The lion had learned new boundaries, and lost the freedom to be himself (and even the understanding of what that meant). The raw drive and "boundary-less-ness" of the animal was replaced with learned parameters.

 

How do you foster the good learned behaviors and ward off the bad ones?

 

The simplest and easiest answer is self-awareness. Most people - like the lion - aren't even aware of the habits or activities that they acquire over time and are outside of their instinctual way of performing. Simply identifying your learned behaviors is a major step in ensuring that they do not dull or overtake your natural and perfect talents. 

Building an Effective Sales Support Team

I recently attended a seminar by Jeffrey Gitomer (a bestselling business author). It was packed full of valuable information and advice - as evidenced by my 8 pages of notes - but one thing Gitomer said stuck out to me in particular. The title of the seminar was "Got Sales Attitude?" and he was speaking mostly on his book "Little Gold Book of 'Yes!' Attitude." Thus most of the room was not-surprisingly comprised of salespersons. Toward the end of his speech, Gitomer made a point that most salespeople hate paperwork, tracking, reports, etc., and should hire support staff to take care of the administrative end of the sales process. All of the heads in the room bobbled avidly in agreement. 

It's a simple concept: if you hate or aren't good at doing something, then don't. Instead, build a team of support that can pick up where you leave off. Yet, the sales industry - in particular - often requires that one person BOTH sell (prospect, cold call, network, make and close the deal) AND administrate (fill out tracking forms, write activity and performance reports, attend daily "check-in" meetings, keep a database of prospects). These high and conflicting demands quickly burn out salespersons, or make them bitter toward management for the exhausting and unrealistic expectations. 

So how do you go about building an effective sales support team?

• First and foremost: interview your current sales team. Determine their needs and stressors. Ask where their time and talents are best used and where a support team would come into play. Also, ask what activities drain their energy the most. 

• Be sure the sales team and the support team can relate. In most organizations, the sales and administrative staff might as well be speaking a different language. Their two approaches to work (and frankly, the world in general) are so opposite that a successful partnership is a rare occurrence. It is important to strike an effective balance of methods, rather than joining opposing forces. 

• If your organization does not have the resources or capabilities to bring on new staff, look inside your organization for existing talent. Salespersons are natural negotiators. Allow them to barter their talents for the help of others (ie. "I will handle these phone calls if you would handle these files."). If there is flexibility within the job roles and responsibilities, then your employees will more naturally create a supporting/complementary relationship.  

It is undoubtedly extra effort on the front end, but establishing a team of support for your sales staff saves time and money in the long run, as it allows your sales force to do what it does best...sell!! Don't cripple your sales team and your business overall by requiring your salespersons to be all things to all people.

My Way or The Highway

Do you impose your way of doing things on teammates, colleagues or direct reports? Answer carefully...it is easier to do than you think.

 

Though you may not outright say "my way or the highway," you are probably pushing your instinctual method for accomplishing tasks onto others. Here are a few examples: One of my clients is a natural brainstormer. For any new venture in the company, he requires every team member to brainstorm ideas for moving forward. Another one of the clients is a great simplifier. He discourages Q & A sessions from taking place at the end of meetings because he claims they are an inefficient use of time. Yet another client is an innate researcher/specifier. She requires her employees to regularly attend informational seminars and professional growth classes.....See the trend?

 

None of the above activities or requirements are bad in themselves. They become bad when pushed on to someone with a different operational approach. 

 

So, how do you avoid creating a "My Way or The Highway" culture?

 

The answer is simple: focus on results rather than method. In other words, hold individuals accountable to the end goal, not how he or she got there. Let's look back to the three examples above. My first client's ultimate goal is to successfully move forward with new ventures. Some in his team may brainstorm out-of-the-box solutions, but others may best contribute by creating a step-by-step plan. My second client's aim is to work efficiently. Many of his employees are most efficient when they first gather all of the information (thereby preventing unforeseen problems down the road). My third client seeks out expertise. Maybe some in her team can gain it through real-world experience rather than in a seminar. 

 

Again, the key is to focus on the goal and allow each person the freedom to get there in his or her own way. Not only will this approach maximize the efforts of your team, but it will also showcase the diversity of talents represented in your organization.   

What To Do When You Aren't Inspired

Some days I sit down to write a blog entry, and I feel like I could write for hours. Other days, it takes everything out of me to produce one paragraph. It is strange how I can be in my groove today, and be in a funk tomorrow.

 

Why do you feel tired after (or before) a certain task?

 

If you feel stuck and uninspired, perform a "gut check" of these three potential causes:

 

1) You are fighting your own natural strengths. You instinctively push off or procrastinate on those things that cause you to work against your grain. It is your mind's own warning system - trying to alert you of impending danger. Unfortunately, we do not always listen, and even after procrastinating, we finally try to take on that project that pulls us "off our game." The more attune you become to your internal warning system, the more inspired and motivated you will feel.

 

2) You've expended all of your conative energy. Your conative, or instinctual, energy is limited. Like a rechargeable battery, your striving power runs out, and you must take the time to rest and recharge. Even if its within your forte, you cannot perform a task infinitely. Give yourself permission to take a break, and come back later.

 

3) You  lack motivation. It doesn't matter how smart or naturally talented you are -  if you are not motivated to perform the task, it will not happen...or at least not in a way that represents your best work. Motivation is an affective issue (a matter of your feelings, emotions, preferences, values), rather than an instinctual one. So if you are unmotivated, ask yourself the following questions to identify the root of the problem. Renewed inspiration will most likely require a change of attitude. 

 

"Do I like this work?"

"Would I prefer something else?"

"Is there a conflict of values or mission?"

"Do I believe in this work? 

 

No matter what the cause, a funk drives productivity down. Don't simply muddle through. Identify the source of your creativity block and commit to a solution.

The Power of Leverage

In a previous blog, I mentioned that your success often depends on what you DON'T do. A key way to accomplish that success is through leverage.

You should look at your team from an objective perspective, in terms of each person's unique contribution to the group. Remove "Darryl the computer programmer" and "Connie the sales manager" from your mind. Think "researcher, analyzer, alternative finder" and "risk taker, innovator, crisis handler." Then think through your team goals, and list the specific tasks/projects that will get you there. Now assign each task by leveraging the talents of each team member, by utilizing every ounce of their unique contribution to the group. The goal is to have each individual do those things - and only those things - that he or she does best...so there is no other person on the team that can perform those tasks better or even equally.

The definition of leverage is "to improve or enhance." By properly leveraging the talents of your workforce, and having no overlapping or mediocre efforts, you will most certainly improve and enhance your productivity.

Hire Your Complement, Not Your Clone

When questioning a job candidate in an interview, how do you determine what is a good or a bad answer? By what standard are your measuring the candidate's responses? If the standard is you (how you would answer the question, how you would solve that problem, how you would take on that opportunity), then you are most likely jeopardizing your team's performance.

 

It is a natural human bias to think that my way is the right way. We tend to feel that our approach to the world makes the most sense; therefore, people who share this approach are -- in our minds -- equally sensible! Dangerously, most people carry over this natural bias into their hiring decisions...and they hire their clone.

 

The problem with hiring your clone, especially within a small organization, is that it brings redundant effort into your business. Why duplicate your contribution, when you have an opportunity to bring in other, outside talents? It is as impractical as buying a second coffee maker for your home, when you already have a perfectly well-functioning one! The other problem with hiring your clone is that it leads to a culture of groupthink. If you are unfamiliar with this term, I encourage you to run a quick Internet search (it is well worth knowing about). But in a few words, groupthink occurs when group members, in an effort to drive for consensus, either purposely or unknowingly drive out alternative perspectives. The result is a "cohesive" group that makes very faulty, self-serving decisions. To ward off this condition in your team, it is critical to avoid hiring your clone.

 

So if it is bad to hire your clone, who do you hire?

 

The answer is quite simple: hire your complement. (Important note: your complement is not your opposite. Hiring your opposite leads to conflict.) Hiring your complement means bringing new talent into the organization and, if done right, should make you and the other team members slightly uncomfortable. Remember that a devil's advocate is healthy. Also, the key strategy behind hiring your complement is to create a balance of strengths. Synergy comes from a diversity of talents, not duplicated ones.

 

As you conduct the next interview, be sure to keep in mind that if the candidate answers the questions exactly as you would - he is most likely not right for your team. 

Why Reliability Matters

"Test-retest reliability" is a buzz phrase in the assessment world. But beyond a lofty scientific term, it is an extremely important concept for you and your business. Understanding reliability is the key to determining which tool will bring you the most ROI.

So, what exactly is test-retest reliability?

Test-retest reliability is the consistency of an assessment's findings over time. In other words, how accurate is the assessment 1 week from now? 5 years from now? 25 years from now? This factor is measured by administering an assessment to a group of people, allowing time to pass (ie. 1 month, 1 year, 5 years) and having the same group of people retake the assessment. If each person receives the same result both times, the test-retest reliability rating is 1.0. If only half of the group receives the same result, the test-retest reliability rating is 0.5...and so on.

Here is a quick example:

If I was given an assessment each year with one question, "What is your first name?" I would have a 1.0 test-retest reliability rating because I would always answer "Emily"...no matter if it is 1 year from now or 30 years from now.

Why is test-retest reliability important?

Test-retest reliability determines the time value of a tool. You could consider it an assessment's expiration date.

An assessment's time value has direct implications to your business decisions. Simply put, the time frame of your decision MUST match the expiration date of the tool. For example, if an assessment is deemed "good for a year" (ie. test-retest reliability drops off significantly after one year), then you do not want to hire someone that you hope to have on your team for 10 years using that assessment.

Need another example? Think back to high school. A teacher from your senior year would never accept a test you took your freshman year. Why? Because, the teacher wants (and should) see four years of growth. Your knowledge-base changed over time, so the test that you aced (or failed) your freshman year no longer applied to you as a senior. 

The implications of time value are also financial. Would you rather pay to assess your team once and have that information apply over the long-term? Or would you rather pay to reassess your team each year and be limited to short term decisions? It's like buying a printer for $100 and paying $75 each year for replacement ink versus buying a printer for $100 with a lifetime supply of ink. No brainer!

What to look for:

When determining what assessment(s) to use in your business -- and this applies to ALL aspects of your business whether it be hiring, team building, team creation, management training, etc -- only use tools with the highest test-retest reliability ratings available. An accepted range is 0.8 to 0.9; anything over is fantastic, anything below is cautionary. And be careful: you must check the reliability over time. Most assessments score a high test-retest reliability rating within a short time frame...but pay attention to those numbers after 6 months, 1 year and 5 years especially. You will find that all but a few assessments experience an extreme drop off in reliability the further out you move on the timeline.

How do you obtain this information?

Just ask for it. Every consultant/assessment company should be more than willing to furnish a full statistical analysis of their tool(s), which needs to include a test-retest reliability study as well as case studies, predictability measurements and validity studies. Ideally, this information is readily available online. If a simple request or basic Google search do not lead you to this information...let that be a red flag. I've never found an organization to hide statistical data that supports its tool.

On a final note, here are links to the test-retest reliability studies of some of the most widely-used assessments.* The results may (or may not) surprise you:

Myers Briggs: Myers Briggs (MBTI) Test Retest Reliability
(see first paragraph of page 4)

DISC: DISC Test Retest Reliability
(see page 2)

Kolbe Index: Kolbe A Index Test Retest Reliability

Predictive Index: Predictive Index Test Retest Reliability
(see page 27)

*These links lead to conclusions found by the assessment maker and/or from a trusted, third-party researcher. These resources are a start; there is much more information/commentary available on this topic for each assessment listed above and most others.