Ever have a question that you can't answer, and it just drives you nuts?
An absolutely free service is available called ChaCha. You can call or text for answers on your cell phone anytime you need them. You simply call and ask any question in conversational English and receive an accurate answer as a text message in just a few minutes.
How to use it? Two ways:
Simply text your question to 242242 (spells ‘ChaCha’) or call 1-800-2ChaCha (800-224-2242) from your mobile phone to ask any question. On your first call, there is a very quick set-up when you register your phone.
Example: Went to the Celine Dion concert this week. My wife leaned over and asked me, "I wonder how old she is?" Exactly two minutes and 14 seconds later, I had my answer (she is 40...and turning 41 on March 30th). We met a new friend at the concert. Said he was an endodontist. Three minutes later I had my answer...and I'll let you call to find out the answer yourself!
Enjoy the resource.
Thursday, February 26, 2009
Tuesday, February 17, 2009
Why “customer service” is a stupid answer
Why is it that when you ask a potential supplier or vendor to define the "one" thing that really sets them apart from their competition, they stop…bow their heads reverently, and humbly state, “it’s our customer service”…
In response, you then quietly sat back in your chair, dabbed your misty eyes, and said, “my friend, with an answer like that, you have earned our business…” (sniff!)
If you really think that you can get away with a ubiquitous answer like that, then I’m guessing your sales are in the toilet right now.
However, if you happen to try and sell me something, I would expect you to be prepared to outline specifically and quantitatively why, how, when and where you are better than your competitor in your customer service. Can’t do it? Best not say it…especially in front of me.
In response, you then quietly sat back in your chair, dabbed your misty eyes, and said, “my friend, with an answer like that, you have earned our business…” (sniff!)
If you really think that you can get away with a ubiquitous answer like that, then I’m guessing your sales are in the toilet right now.
However, if you happen to try and sell me something, I would expect you to be prepared to outline specifically and quantitatively why, how, when and where you are better than your competitor in your customer service. Can’t do it? Best not say it…especially in front of me.
Wednesday, February 4, 2009
Liberal Laryngitis
I love the leadership that Govenor Romney exhibits. This is a telling and strong speech.
It is the best overview of how a stimulus package should work, and how the current proposals are not designed to deliver the needed stimulus. It is a tremendous primer on how CEO's can interact with Washington leadership, as well as to formulate strategy in their own companies.
Governor Romney delivered the following remarks to the House Republican Conference Retreat hosted by the Congressional Institute at the Homestead in Hot Springs, Virginia.
The term "liberal laryngitis" has to do with an attempted smack-down by the Washington Post when they were critical of Romney's very early proposal to stimulate the economy with a $233 Billion package. The Post opined, “Romney’s plan is way too big.”
Romney asked, "So what critique do they have for the size of the Democrat’s package? I’m afraid they’ve caught a bad case of liberal laryngitis. It’s everywhere these days."
Read the entire speech by clicking the link below (or copying the link).
www.freestrongamerica.com/blog/item/2009/01/30/overnoromneysemarktotheouseepublicanonferenceetreat
It is the best overview of how a stimulus package should work, and how the current proposals are not designed to deliver the needed stimulus. It is a tremendous primer on how CEO's can interact with Washington leadership, as well as to formulate strategy in their own companies.
Governor Romney delivered the following remarks to the House Republican Conference Retreat hosted by the Congressional Institute at the Homestead in Hot Springs, Virginia.
The term "liberal laryngitis" has to do with an attempted smack-down by the Washington Post when they were critical of Romney's very early proposal to stimulate the economy with a $233 Billion package. The Post opined, “Romney’s plan is way too big.”
Romney asked, "So what critique do they have for the size of the Democrat’s package? I’m afraid they’ve caught a bad case of liberal laryngitis. It’s everywhere these days."
Read the entire speech by clicking the link below (or copying the link).
www.freestrongamerica.com/blog/item/2009/01/30/overnoromneysemarktotheouseepublicanonferenceetreat
A Correction On Correcting Correctly
Here’s another gut-check statement: If you fail to correct, you are only thinking of yourself.
Ouch…
Last post, I shared my failings on not only reinforcing positive behavior, but leveraging it for the strength of the employees and the viability and vitality of the company. I also attempted to debunk the delusion that distributing positive feedback is a slam-dunk skill that all of us have. We don’t.
You might also think that most CEO’s (though probably not you) don’t want to give critical feedback. That they avoid it. They procrastinate to administer the poison. They are confrontation-adverse.
Again. I say that’s an ignorantly false statement.
The more accurate statement for me is that I just give terrible feedback…regardless of what I’m trying to accomplish.
How we address ill-advised behavior can distinguish the good from the great to the downright inspiring CEO’s. I have had the uplifting experience of being dressed-down in rebuke. I was so appreciative of the feedback that I worked to improve myself and my results. Why? Because my boss thought more of me than of himself. Was it uncomfortable for him? I have no idea. Was it uncomfortable for me? Only in that I was not meeting up to the vision of what he felt I could accomplish. More accurately, it was inspiring.
Again, the formidable task of the CEO is to give feedback to either change performance or reinforce it. Threats, manipulations, coercion, fear can only carry so much, and for only so long. Clarity, candor and commitment to the individual’s performance is what makes a deeper impression and a more solid contribution.
Here is where I fall short: I’m sloppy at reinforcing behavior that drives the results I want, and I’m too careful in correcting. I think that taking the sharp edges off of my words will be more effective at inspiring and edifying and uplifting the employee. The exact opposite is true. The hard reality is that I am only thinking of myself…my own discomfort at demanding the best from someone.
So let me amend the opening statement to read: If you fail to correct correctly, you are only thinking of yourself.
Let me recommend a book that has been helpful for me. Should you use this link, I’ll get a few pennies that I will apply to a non-profit (Doorstep Donations™) I have started to feed the elderly and fatherless in the Denver area.
The book is called, Fierce Conversations, by Susan Scott. Copy and paste the very long address into your address bar to take a look at the book:
http://www.amazon.com/gp/product/0425193373?ie=UTF8&tag=insighfromthe-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0425193373
Ouch…
Last post, I shared my failings on not only reinforcing positive behavior, but leveraging it for the strength of the employees and the viability and vitality of the company. I also attempted to debunk the delusion that distributing positive feedback is a slam-dunk skill that all of us have. We don’t.
You might also think that most CEO’s (though probably not you) don’t want to give critical feedback. That they avoid it. They procrastinate to administer the poison. They are confrontation-adverse.
Again. I say that’s an ignorantly false statement.
The more accurate statement for me is that I just give terrible feedback…regardless of what I’m trying to accomplish.
How we address ill-advised behavior can distinguish the good from the great to the downright inspiring CEO’s. I have had the uplifting experience of being dressed-down in rebuke. I was so appreciative of the feedback that I worked to improve myself and my results. Why? Because my boss thought more of me than of himself. Was it uncomfortable for him? I have no idea. Was it uncomfortable for me? Only in that I was not meeting up to the vision of what he felt I could accomplish. More accurately, it was inspiring.
Again, the formidable task of the CEO is to give feedback to either change performance or reinforce it. Threats, manipulations, coercion, fear can only carry so much, and for only so long. Clarity, candor and commitment to the individual’s performance is what makes a deeper impression and a more solid contribution.
Here is where I fall short: I’m sloppy at reinforcing behavior that drives the results I want, and I’m too careful in correcting. I think that taking the sharp edges off of my words will be more effective at inspiring and edifying and uplifting the employee. The exact opposite is true. The hard reality is that I am only thinking of myself…my own discomfort at demanding the best from someone.
So let me amend the opening statement to read: If you fail to correct correctly, you are only thinking of yourself.
Let me recommend a book that has been helpful for me. Should you use this link, I’ll get a few pennies that I will apply to a non-profit (Doorstep Donations™) I have started to feed the elderly and fatherless in the Denver area.
The book is called, Fierce Conversations, by Susan Scott. Copy and paste the very long address into your address bar to take a look at the book:
http://www.amazon.com/gp/product/0425193373?ie=UTF8&tag=insighfromthe-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0425193373
Tuesday, February 3, 2009
Starving A Company To Death
Here’s a gut-check statement: A company starves when leadership (read, the CEO) won’t give feedback to the employees.
Feedback - That’s our charge as CEO’s. It’s our right, our burden, our divine appointment, isn’t it? We are a feedback machine…or we’re supposed to be.
Interestingly enough, CEO's live off of feedback. From customers, the markets, our employees, our gut…
Yet, it’s how we react to that feedback which I think can distinguish the good from the great to the downright inspiring leader. The daunting task is to give feedback to either change performance or reinforce it.
Here is what I see-
You might jump to the conclusion that it is easy to dole out atta-boys with some appreciative back-slappin’ to reinforce positive behavior, or behavior that delivers the outcomes we want.
Not true. At least for me…and probably not you.
In fact, this practice is what I overlook the most. Here is my cynical mistake: I presume that any great work was simply the result of my inspired direction, a manager’s careful planning, and the department’s fabulous execution. If it worked, no sense wasting time celebrating what they were supposed to do anyways. Business moves way too fast for that.
But here is the lesson: What is recognized, gets reinforced. If it gets reinforced correctly (meaning, the principles are taught as the pattern to follow), it gets systemitized. If it gets systemized, you have a decent chance that it gets inculturated. And a culture of performance is a money and talent magnet.
Ah, to be a CEO with the moniker of a "Money Magnet". Yet, we choose to starve the company? We choose to not feed back to those who must fed. Why? Because recognition takes work. It takes time. It takes analysis. And it makes us vulnerable. We open ourselves up to other’s feedback on what wasn’t as easily inspired and instituted.
Next time: A correction on correcting correctly
Feedback - That’s our charge as CEO’s. It’s our right, our burden, our divine appointment, isn’t it? We are a feedback machine…or we’re supposed to be.
Interestingly enough, CEO's live off of feedback. From customers, the markets, our employees, our gut…
Yet, it’s how we react to that feedback which I think can distinguish the good from the great to the downright inspiring leader. The daunting task is to give feedback to either change performance or reinforce it.
Here is what I see-
You might jump to the conclusion that it is easy to dole out atta-boys with some appreciative back-slappin’ to reinforce positive behavior, or behavior that delivers the outcomes we want.
Not true. At least for me…and probably not you.
In fact, this practice is what I overlook the most. Here is my cynical mistake: I presume that any great work was simply the result of my inspired direction, a manager’s careful planning, and the department’s fabulous execution. If it worked, no sense wasting time celebrating what they were supposed to do anyways. Business moves way too fast for that.
But here is the lesson: What is recognized, gets reinforced. If it gets reinforced correctly (meaning, the principles are taught as the pattern to follow), it gets systemitized. If it gets systemized, you have a decent chance that it gets inculturated. And a culture of performance is a money and talent magnet.
Ah, to be a CEO with the moniker of a "Money Magnet". Yet, we choose to starve the company? We choose to not feed back to those who must fed. Why? Because recognition takes work. It takes time. It takes analysis. And it makes us vulnerable. We open ourselves up to other’s feedback on what wasn’t as easily inspired and instituted.
Next time: A correction on correcting correctly
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