How to – Create Teams at the Top A lack of alignment between members of the Executive Team is a recipe for disaster. Confidence on the part of customers, stockholders and employees is deeply rooted in the perception that the top tier of the organization can execute strategy efficiently and effectively.

An aligned senior team is one where the members act as caretakers and overseers of the organization as well as drivers of its success. They view their membership of the senior team as taking precedence over their functional responsibilities, and they are open and supportive of one another.

What does it look like when your top team is a high performing team?

• The incentive system rewards the team, not the individual.
• The members collaborate rather than compete.
• Top team members marshall all organizational resources to accomplish organizational goals.
• They develop a business strategy to deliver value which in turn creates financial results.
• The business strategy is clear, measurable and specifies the competitive advantage of the organization.
• The business strategy is clearly communicated to all employees.
• The team spends significant amounts of time together.
• Members have time to ask for help from each other, share learning and celebrate success.
• Non-team behavior is not tolerated.

An aligned Executive Team is the focal point of strategy execution. A CEO that can handle the bumps of effective team development will be rewarded with an effective team that is built at the same time that the work is getting done.  3:18 PM •  0 Comments •

How to – Raise the Bar for ALL Employees The old 80-20 Rule is alive and well in the way that most managers manage their employees. Many think that only 20% of their direct reports are of “go-to” caliber.

Even with the current economic downturn, a model popularized by Jack Welsh many years ago at GE (that 20% of the employees are in the top performance category, 70% are in the middle range, and 10% are at the bottom) is still a management philosophy that is widely implemented today.

This approach is holding organizations back from leveraging the full potential of their workforce. Since times have changed, it only makes good business sense to change your view about talent development. There are things you can do to change with the times and develop your workforce effectively in today’s business climate.

• Increase performance levels and raise the expectation level of everyone who works for you.

• Make assignments strategically, providing people with opportunities and the managerial support they need to accomplish them.

• Coach all of your employees more frequently.

• Encourage some risk taking.

• Reward those who demonstrate the success, skills and strategies you are looking for.

• Broaden the talent of everyone. Now is the time to invest in your people (and invest in their development).

• Connect development (training) directly to achievement.

When you help employees connect the dots from performance standards to increased expectations, from training to accomplishment, you are making a case that your organization’s leadership understands – ROI.

Admittedly, I’m a little biased. But not investing in training and development now makes perfect sense.  9:51 PM •  0 Comments •

How to – Get the Attention of Generation Y (and Keep It) With approximately 76 million Gen Y’s coming into the workforce, employers are waking up to the exciting (lots of new potential, clients, and consumers) and overwhelming (multi-tasking, twittering, blog-reading, ambitious) challenges that they present. While many weigh the pros (tech savvy, fast moving, trendsetting) and cons (work ethic problems, over confidence, a lack of respect for authority), this generation wants to rise quickly at work, make lots of money, and find their passion. Many managers want to know how to get their attention and maintain it over time.

While I don’t like stereotypes and their oversimplification, here are some ideas that will work for the general population of Y’s:

• First impressions are technological. Y’s will learn about you via Facebook, LinkedIn, MySpace and Twitter. Be visible there.

• Forget the lead in and lead up because Y’s don’t really care. Tell them what the solutions and take-aways are. They are focused on the end.

• Speak in sound bites. Y’s like things short and to the point. Don’t bother with lots of text and long paragraphs.

• Give Y’s airtime. They love to talk and they really love to talk to each other.

• Be direct and to the point. Let Y’s know when, how, and where you want something. Use a variety of mediums to communicate your message such as video, blogs, articles, audio, and email.

• Make them feel special. The more about them things are, the more you’ve got their attention.

• Be genuine. Capture their attention by being upbeat, knowledgeable, and enthusiastic about your work.

Gen Y is a view of the world, less defined by a birth date and more defined by an outlook and behaviors. If you tend to be a multi-tasking, quick moving, Ipod listening information junkie, you might be more Y than you think.  2:22 PM •  0 Comments •

How to – Improve Your Networking and Improve Your Network If you want to improve and possibly expand your professional network, the best way is to hone the skills needed that create those connections in the first place. Although a few professionals think that meeting people and networking are synonymous, most of us know that this is simply not the case. In fact, how you network can mean the difference between being known and having a network that really works for you. And that difference is a big one.

Some tips for developing a successful professional network:

Go it alone – It’s easier to create an impression, develop rapport, and make a strong connection when you are alone and you connect to someone who is also alone. While it may seem as if a group provides some comfort, a person who is one their own is probably more pleased that you are interested in them and have taken the initiative to introduce yourself.

Think “who”, not where – Ask yourself “Who do I want to know?” Knowing “who” you would like to connect to and be aligned with will help you figure out where those folks hang out. There may be specific events, associations or conferences that they attend. Ask your existing connections if they know those people you hope to meet and if they can introduce you.

Focus – Shut off the phone, pager, or Blackberry. You don’t want to be distracted when you are making a first impression. Meeting them is the reason you are there, and it’s the most important thing you have to do. Don’t look around to see who else might be in the room or is trying to contact you when you are talking to someone. Plainly put - it’s rude.

What could you do for them – Do what you can for your new contact. Send them an article that might dovetail with their interests, provide information about meetings they might be interested in attending, suggest books they should read, or other people they should know. If you think highly of them – refer them (a lot). Relationships happen with shared experiences and their foundation is built on trust.

Strength is quality, not quantity – Sometimes the people you would most like to meet aren’t attending the events where you might meet them. Ever wonder why? They are strengthening their existing network, not focusing on creating a larger one! Make sure you give plenty of referrals and information to the folks in you network who are credible, competent, and ethical. A good networking partner practices reciprocity.

A good network is a lot like a good garden. You don’t just throw some seeds out in the dirt and hope for the best. If you want to see good things develop, you check on your plants or vegetables with regularity, pull weeds, provide food, and nurture and care for them as they grow and thrive. The same can be said for your professional network.  9:16 AM •  0 Comments •

How to - Manage Others If managing other people well was easy, people would have lots of stories about great managers who not only get work done through others but inspire, motivate and develop talent so that those employees are able to accomplish and surpass the goals and objectives that have been set.

If you are having trouble getting a group or team of people to be more effective, than it could mean that you need a refresher in the key aspects of managing others. While there is an art to being an effective manager, there is also a structured science that you should be applying to your art.

• Good managing starts with good planning. Good work usually starts with a clear and well articulated goal. Once you know where you are going you can devise the best route to that destination. Examine the resource you will need as well as the resources you are lacking and then figure out how you will acquire the missing. Not only should you review the likely scenario; some time should be spent thinking about worst case scenarios and developing a back up plan should those occur. And ask the people who will be involved in the work that needs to be accomplished. Don’t overlook this valuable resource when crafting the best plan for the goal
• Once you know what you want to do, get organized. Do you have the right people involved? Do they have the right training and skills to get the work done? Will people get what they need in time to use it properly? If you are handing work off to another group, will they be ready to receive it at the right time? Do your homework and make sure that everything is available when it is needed. Be clear and communicate to people what their role is in the overall success and goal accomplishment
• Tell people what they need to do. Like a movie director, your job is to provide direction, let people know when to start, stop, come in, how to act, and when to exit. You’ve hired the actors, arranged for the props, costumes and set, and provided the script. Now get their attention. Say, “Action”, and provide direction.
• Oversee the process. Keep an eye on what’s going on and make sure it’s going according to plan. If it isn’t, guide things back on course. If a problem occurs, review your contingency plan. The manager needs to always be aware of what is going on so adjustments can be made. If something needs to be fixed, resources should be organized to make things work out well.

Managing people can be a rewarding challenge although it’s rarely easy. Managers that do an outstanding job improve their efforts with lots of practice.  7:47 AM •  0 Comments •

How to – Cut, Earn and Learn Everyone is trying to figure out how to thrive in these tough economic times. OK, maybe not thrive; maybe just tread water until better times arrive. Reacting to the pessimistic economic reports and the hand-wringing commentators might have you discounting prices only to find that the perception is that you’ve discounted quality and service as well

Think before you act and come up with strategies that make sense now and will bode well for the future too:

Timing is Everything – Focus your promotion on discounted prices when your customers have the most to spend. Think about budget cycle, payday, or the beginning of the quarter.

Tailor a Solution – Ask your clients what they need and then create a mix of offerings, products or devices to meet the need they have, focusing on the affordability.

Create Something New – Create a discounted brand or offer coupons for specific products. If things are slow on a Monday or Friday, focus the deals on those days.

Think Like a Customer – What do your customers want to see? A 13 item dozen? Price points such as $99.95, or $4.99? Highlight the percentage saved on products and services. Create a discount for quantity. Throw in shipping.

Negotiate – Flexibility can indicate that you are more interested in the relationship than the specific sale. Offer a menu of options to choose from. As long as you are talking to current and potential clients, there is the possibility of doing business. Keep the conversation going by learning about their constraints and goals.

Our economic situation will improve eventually and when it does, you will have been able to keep your customers and perhaps attract news clients as well  10:47 PM •  0 Comments •

How to – Get to the Triple Bottom Line Every year there are new trends in management. While they can appear to be simply the latest fad in a long line of “flavors of the month”, many are grounded in the current thinking about the best way to manage an organization that aims to thrive in the current economic climate.

If you (or your boss) are inspired to try a new business model, resistance and reservation can be seen as an impediment. Given the desire to try new things (in tough times OR in good), the Triple Bottom Line is getting attention. Knowing what it is and how to get there can give your workplace focus and renewed energy. You may already be working toward these three bottom lines, but in the near future it may become that standard for staying in business.

3BL
The Triple Bottom Line looks at 3 P’s:
• Planet – improving the environment
• People – developing Human Capital
• Profits – economic viability of the organization

Why
Have a compelling reason for change. Joining the ”flavor of the month” club isn’t going to get anyone on board.

What
What are you changing from and what will you be changing to? Is it going to replace something?

Who
Transitions and initiatives need champions: the people that carry the flag, rouse the troops, cheer people on, and generally keep employees focused on the goal(s). People can get distracted easily, and in tough times, lose their focus.

Where
Change needs to be addressed on a wide variety of levels: employees, customers, partners, vendors, shareholders, and executives. Each group needs to know "What’s In It for Them".

How
What is the method by which your organization will get to this future state? There should be a plan with steps and systems in place that support the processes that will shift.

When
Expectations need to be managed about how easy this will be, how soon this can happen, and what the signs are for both success and trouble.

As with any change, initiative, or transition, there are clear stages for 3BL and time well spent in each one will help prepare you and your firm for success. Make sure you take the needed time to assess your organization’s readiness; design and plan the change implementation plan, the metrics needed for measuring movement and the corresponding communication, implement the change, troubleshoot issues and challenges as they arise, and maintain/evergreen as things continue forward.  8:28 AM •  0 Comments •