No Bull Business Blog

6 communication work skills to live by

Excerpted from the Executive Report: Communication Skills for Managers

Practice these six communication skills in your work each day and, you’ll be much more effective.

1. Listen more than you talk: Possibly the most important communication skill of all is the ability to listen. Avoid letting your thoughts wander: Focus on what the other person is saying. Not sure what they mean? Say, “Let me make sure I have this right. Are you saying ...?”

2. Keep your promises: If you’ve been pushing your staff to raise their level of customer service, don’t contradict yourself by being rude to an employee. It’s the old “walk the walk, and talk the talk.” Lead by example and be sure to keep your promises. A golden mantra: Follow through.

3. Say it like it is: We’re not saying you have to get down and dirty, but too much sugar-coating often obscures the truth. Be honest and tell your employees when there are some kinks that need to be worked out in the organization. If you made a mistake, admit it. If the company made a wrong turn, be honest and discuss how you’re planning to get back on track.

4. Don’t react ... respond: Everyone has buttons that, when pushed, evoke a knee-jerk reaction. But reacting isn’t responding. Be mindful of situations and give them thought before taking action. Know your buttons and train yourself to respond rather than react when they’re pushed.

5. Make it personal: When was the last time you had a one-on-one conversation with some of your staff members? Create time in your schedule each week to meet individually with some employees – and not just key staffers. Your involvement and interest in each employee will boost workplace morale.

6. Give specifics: Managers give feedback throughout the day, often without even realizing it. But how specific are you being? The more you can fine-tune the feedback, the clearer the picture for the employee. Think about it: Is it more helpful if someone tells you, “You need to give better customer service” or if he or she says, “Make a point of smiling and making eye contact with our customers, instead of typing on your computer while talking to them”? If your feedback contains specific action steps, your employees will understand exactly what you want them to do.

DIGGER DEEPER
Most problems in the workplace are caused by poor communication. Even the most talented staff will falter if it doesn’t communicate well. How do  you improve it? Read the Executive Report: Communication Skills for Managers

Succession planning: You can't afford NOT to do it

Excerpted from the Executive Report: Succession Planning – How Small to Mid-sized Businesses Can Do It, Too.

Succession planning had always been something big companies did to prepare for when the CEO left.

Not any more.

Due mostly to a mobile and rapidly changing workforce, companies of all sizes are realizing the importance of mapping out a plan for the eventual replacement of key managers and key employees at all levels.

What can a good succession plan accomplish?

It’ll strengthen your talent pool. The process of identifying high (and low) performers and possible gaps in your employees’ skillsets gives companies an opportunity to make adjustments before they’re left in the lurch when a key team member departs.

You’ll make better use of the talent you’ve got. By definition, succession planning includes an employee development component. That means companies can allow workers to stretch their skills, increase their earning power and likely strengthen their commitment to sticking around.

No fat to tide you over

Why has succession planning become so essential?

Years ago, many companies had an extra layer of fat at the managerial level, so bosses had more time to train and coach. Employees planned on sticking around – perhaps their entire careers.

There was a greater familiarity between the rank-and-file and management, and the work being done. Managers observed employees grow and develop over the years. When positions opened, they were more familiar with which employees were ready to step in.

Today is an era of job hopping, staff consolidation and downsizing. Organizations are lean.

It’s a lot tougher for managers to give individuals much-needed personal coaching – first, they have a lot less time, and second, you never know if people will stick around long enough to make it worthwhile.

Since most compensation structures are now based on production, a lot of supervisors see themselves more and more as project managers and less and less as people managers.

The end result: Not all managers really know what their employees might be capable of achieving, they only know what they’re capable of doing right now.

DIGGING DEEPER
Every company needs to do succession planning. But where do you start? To find out, read the Executive Report: Succession Planning – How Small to Mid-sized Businesses Can Do It, Too.

3 job applicants worth taking a second look at

Excerpted from the Executive Report: Attracting Top Talent When You Can’t Spend Big Bucks

If you're a smaller organization, how do you beat out the big companies for talent?

You can flourish by focusing on what the big guys tend to overlook.

Take a harder look at three groups of job candidates that often get dismissed by other companies. And let's dispel the myths.

"Former fast-food workers are (a) disengaged and (b) 'the bottom of the barrel.'"
Consider the numbers from a recent survey: About 12% of Americans have worked at a fast-food outlet at some time in their lives. That alone should tell you that the industry is a training ground for workers, most of whom have learned how to work face-to-face with all types of customers and all types of co-workers. On top of that, fast-food workers learn procedures, multi-tasking and the importance of deadlines and schedules.

"Single mothers are too distracted to be dedicated to their jobs."
Does anyone really believe that most single mothers can afford to not be dedicated? As a group, single mothers have shown themselves to have the ability to juggle a lot of balls, solve problems that would befuddle Solomon and take on responsibilities immediately and without much preparation. If those traits don't make a good employee, what does? Certainly, few successful, modern employers would reject an applicant just because she's a woman with children. But many employers factor in "family responsibilities" - maybe even subconsciously - when selecting candidates for jobs that require a high degree of responsibility and dedication.

"Ex-military are too rigid."
While veterans certainly understand rules and the concept of chain of command, they also understand the concepts of accepting personal responsibility and adapting to changing situations. And don't forget that one of the key links in the chain of command is leadership.

You may not subscribe to any of those myths, and maybe you'd be thrilled to hire someone in one of those categories. The point is that almost everyone has ideas about what makes a perfect candidate. Successful recruiters will look more deeply than the common ideas.

DIGGING DEEPER
Not everyone wants to work at a big company. There are a lot of talented people who will do better in smaller environment. Find out how to recruit those people in the Executive Report: Attracting Top Talent When You Can’t Spend Big Bucks

 

As a leader, how transparent are you?

Excerpted from the Executive Report: Taking Leadership to the Next Level

Are you a transparent leader or nontranparent leader? Here are a list of differences, says Al Johnson, president of Inspiratude Coaching Solutions:

• Transparent leaders say what's on their minds. Nontransparent leaders say what others want to hear.
• Transparent leaders are consistent in their actions and reactions. Nontransparent leaders aren't.
• Transparent leaders are honest and admit when they need help. Nontransparent leaders attempt to cover up flaws or the need for help.
• Transparent leaders support bold claims with bold action. Nontransparent leaders say one thing and then turn around and do another.
• Transparent leaders are honest and openly communicate. Nontransparent leaders are duplicitous and withhold information that should be shared.

 Becoming a transparent leader isn't easy, and sometimes there are forces within an organization that work against transparency. But good leaders work to break down those barriers.

DIGGER DEEPER
As a leader, does your staff trust and respect you? Do you stand out from the crowd? You can. Read the Executive Report: Taking Leadership to the Next Level

Quickest way to 'yes'

Excerpted from the Executive Report: 40 Strategies for Getting Them to Say 'Yes'

Here's a tip that seems almost too simple to believe - but it works:

Studies have shown when making a written request of someone, that person is more than twice as likely to agree if you attach a Post-it note to the paper!

Why does a Post-it have the power of a genie's lamp?

Seems people feel you've gone out of your way to do something personal for them when you include a handwritten sticky note - and that makes them more likely to say "yes."

DIGGING DEEPER
As a manager, your success depends heavily on persuading others to carry out what needs to be done. It's even easier when they believe they're the winner when things are achieved. For help, read the Executive Report: 40 Strategies for Getting Them to Say 'Yes'

Star employee leaving? Counter-offer is a huge mistake

Excerpted from the Executive Report – The Salary Talk: Eliminating the Angst of Discussing Pay with Employees

One of the most difficult decisions a manager or supervisor may have to face is whether to extend a counter-offer to an employee who has given notice of resignation because he or she has accepted a higher-paying position elsewhere.

Counter-offers rarely work long-term. Even if you save the employee temporarily by matching or even slightly exceeding the terms of the other offer, unless other dissatisfactions are addressed, it is very probable that within a couple of years, they’ll be looking for another job again.

That’s why most HR experts discourage counter-offers. If you can’t afford to have the employee leave for now, you may have to hold your nose and give him or her what’s needed in the way of money to keep the person in the fold, but you’d better start the succession planning right then and there – so you won’t be in the same position a couple of years hence.

And before you make it just a money conversation, you’d better find out a little more about everything that led to the person’s resignation in the first place. When people decide to leave a company, it’s rarely just about money – unless you know you’re paying your people significantly below market value, in which case you have to be prepared for a high turnover rate.

DIGGING DEEPER
Managers dread having to talk salary with employees. Not only is it uncomfortable, but it’s also where many managers make mistakes that lead to trouble later. Here’s help. Read the  Executive Report – The Salary Talk: Eliminating the Angst of Discussing Pay with Employees

Management and leadership are not the same thing

Excerpted from the Executive Report: Taking Leadership to the Next Level.

Leadership and management go hand in hand, but they aren't the same.

Warren Bennis, one of the nation's foremost authorities on leadership, described the difference between management and leadership best with the following definitions:

• "To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct."
  
• "Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial."
  

Yes, managers have some leadership qualities, and leaders need management skills. But leaders see the big picture and keep an eye on the horizon. Managers focus on what needs to get done at that time with an eye on the bottom line.

Stephen Covey, who has published extensively on leadership, used a ladder scenario to demonstrate the difference between leadership and management in his book The 7 Habits of Highly Effective People.

"Management is concerned with getting up a ladder in the most effective and most efficient manner. Leadership is making certain the ladder is on the right wall."

To be successful, management and leadership must go hand in hand.

DIGGING DEEPER
Leadership makes the difference in every successful organization. The myth says leaders are born. That's simply not true. Find out more about what it takes to be a great leader in the Executive Report: Taking Leadership to the Next Level.  

Do you recognize this great leader?

Excerpted from the Executive Report: Taking Leadership to the Next Level

Leadership is a collection of skills, nearly all of which can be learned and improved upon. But improving leadership skills takes time. It's not something that can be done overnight as this real-life example shows.

At the age of seven, a young boy and his family were forced out of their home. The boy had to work to support his family. At the age of nine, his mother passed away. When he grew up, the young man was keen to go to law school, but had no prior formal education.

At 22, he lost his job as a store clerk. At 23, he ran for state legislature and lost. That same year he went into business. It failed, leaving him with a debt that took him 17 years to repay. At 27, he had a nervous breakdown.

Two years later, he ran for speaker in his state legislature. He lost. At 31, he was defeated in his attempt to become an elector. By 35, he had been defeated twice while running for Congress. Finally, he did manage to secure a brief term in Congress, but at 39 he lost his re-election bid.

At 41, his four-year-old son died. At 42, he was rejected as a prospective land officer. At 45, he ran for the Senate and lost. Two years later, he lost the vice presidential nomination. At 49, he ran for Senate and lost again.

At 51, he was elected the President of the United States of America.

Thus was the life of Abraham Lincoln.

DIGGING DEEPER
Most managers can become great leaders, but they have to work at it. Find out how in the Executive Report: Taking Leadership to the Next Level

What employers don't want to see on Facebook

Excerpted from the Executive Report: The HR Guide to Recruiting with Facebook, LinkedIn, Twitter

Even though most job seekers are warned to clean up their social networking profiles so they'll make an attractive impression, many don't - or just don't seem to care.

So what do hiring managers find that reflects badly on a candidate?

A CareerBuilder study found that 35% of managers reported finding content that turned them off. The top examples cited:

• Candidate posted provocative or inappropriate photographs or information - 53%
  
• Candidate posted content about them drinking or using drugs - 44%
  
• Candidate bad-mouthed their previous employer, co-workers or clients - 35%
  
• Candidate showed poor communication skills - 29%
  
• Candidate made discriminatory comments - 26%
  
• Candidate lied about qualifications - 24%
• Candidate shared confidential information from previous employer - 20%
  

Just using a "smiley face" or emoticon prompted some managers (14% at least) to disqualify a candidate. Another 16% dismissed a candidate for using text language such as GR8 (great) in an e-mail or job application.  

DIGGING DEEPER
Social media has made a lot of information available about job candidates. But what can an potential employer do with it? Find out in the Executive Report: The HR Guide to Recruiting with Facebook, LinkedIn, Twitter

Coaching employees: Why e-mail doesn't work

Excerpted from the Executive Report: Coaching Skills for Managers and Supervisors  

Researchers at Vanderbilt and Rice Universities set up identical tense coaching scenarios in which one pair communicated over the phone and face-to-face, while the other pair used only e-mail.

Results of the experiment:

• The phone/face-to-face pair managed to resolve their differences, but
• The e-mail-only pair more often ended up with insults, anger and breakdowns in communication.
  

Besides the obvious differences in communication methods, researchers noted one factor that's the main contributor to breakdowns when subjects use e-mail. It's something called a "lack of cotemporality."

Simply put, that means neither side heard (or read) the communication at the moment it was produced. Turns out, that's important in coaching - and it's often lacking in e-mail communication, since people read e-mails some time after they're written.

The lesson: Face-to-face, when possible, is usually the better approach. 

DIGGING DEEPER
Coaching employees to be more effective, productive and motivated is challenging for even the most experienced managers, but it can be done. For help, read the Executive Report: Coaching Skills for Managers and Supervisors

Warning: Don't let Generation Y get bored

Excerpted from the Executive Report: Managing Millenials - 9 Ways to Get the Most Out of the Internet Generation

The fact is, Generation Y, Millenials, the Internet Generation (or whatever you call them) bore easily.And while it's not your job to entertain them, if you want them to produce great work and retain them as workers, it's best to make sure they're not stuck in work ruts.

They crave newness and want to be challenged. So give them the chance to learn from new projects, people and challenges, and they'll thrive. It's an easy way to keep them engaged in their work - and keep them from jumping ship.

Example: Have Millennials try a new task at least once every two months. Whether it's a new assignment, team or group, switching their job up - even just a little bit - will increase their job engagement.

Another option? Cross-train them. Once they've nailed down their job, let them work in another department for a day or two. It'll keep them interested in the job and it'll benefit the company by uncovering new ways for departments to work together.  

DIGGING DEEPER
It doesn't matter whether your older workers think Millenials are a bunch of spoiled brats. This group will become a dominant force in the workplace as the Boomers retire. How do you deal with them? Read the Executive Report: Managing Millenials - 9 Ways to Get the Most Out of the Internet Generation

Dealing with a 'bad attitude'

Excerpted from the Executive Report: The Supervisors Guide to Managing and Motivating Difficult Employees. 

 

Identifying and correcting behavior often can be more difficult than dealing with performance.

 

Difficult employees are often characterized as having a "bad attitude." Identifying employees that way is a bad starting point for implementing change. What's a "bad attitude"? How is it measured? What standards will you use to determine if it has changed?

 

In short, "attitude" shouldn't be in your supervisor's vocabulary, but "behavior" should. Here's why: You can make behavior a part of performance - with the same types of standards you use for performance.

 

Suppose an employee refuses to cooperate with others or won't follow instructions or argues with customers, or all of the above.

 

That type of employee commonly fends off criticism by saying, "But I do my job."

 

Your answer: "Behavior is a crucial part of your job. So if you can't cooperate, in fact you're not doing your job."

 

To complete the loop, you can make cooperation (with you, other employees, customers, etc) a crucial component of the employee's job description.  Here's a typical statement used in a job description or as a standard laid out during a performance evaluation:

 

Maintain a positive work atmosphere by acting and communicating in a manner so that you get along with customers, co-workers and managers.

 

The greater the importance behavior is to the job, the greater the percentage this standard will apply to the job - whether it's 10%, 25% or 50%. You make the call on it and make sure the employee understands the percentage and the standard.

 

What you'll have done is take the vague "attitude" problem and turn it into something defined and measured. And it gives you a rebuttal to the person who says, "But I do my job."

 

Usually, the person who says that is doing the job at some minimum standard - while driving everyone else crazy. The answer: Raise the standard, to include behavior. Then your response is: "No, you're not doing your job."

 

DIGGING DEEPER

It doesn't require the greatest skills to manage good employees. They have initiative, jump in where needed and don't need someone looking over their shoulder. The people who are a drain on the workplace are the difficult employees. To get help with them, read the Executive Report: The Supervisors Guide to Managing and Motivating Difficult Employees.

13 ways to improve your writing

Excerpted from the Executive Report: Business Writing - 83 Tips to Keep You from Looking Dumb

Here are 13 ways to make your memos, e-mails and other business writing clearer and more powerful.  

1. Shorter verbs will add power to your writing. Instead of: terminate and secure Write: end and get  

2. Personalize your writing by putting people in it.

Instead of: Profits are up 12 percent.
Write: CFO Julie Smith reports profits are up 12 percent.  

3. Write in specific terms.

Instead of: He worked for a company in the South.
Write: He worked as a consultant for the XYZ Co. in Atlanta.  

4. Try to keep sentences short - between seven and 20 words.  

5. Spell out numbers from zero to nine. Use figures for 10 and higher.

Example: Work on the facility will begin in four days and last about 12 weeks.  

6. Express large numbers clearly.

Instead of: $7,000,000
Write: $7 million  

7. To give your writing a more personal tone, use contractions: it's, isn't, couldn't, here's, etc.  

8. Pronouns help draw in the reader: you, me, him, her, our, etc.  

9. Unless the reader will react negatively to your news, try to stick with the active voice.

Instead of: Two proposals were approved by the committee.
Write: The committee approved two proposals.  

10. Use questions to make your writing livelier.
Instead of: Let me know if the plan has merit.
Write: Do you think the plan has merit?  

11. Try not to proofread on your screen. You'll catch more mistakes if you print out a document.   

12. Do not rely on spell checker. It will not detect misused words.  

13. Avoid using formal, stuffy phrases.

Instead of: As of this date
Write: Today

Instead of: The committee was in agreement
Write: The committee agreed  

DIGGING DEEPER
One of the biggest problems in business is communicating clearly. How often have you had to scratch your head after trying to decipher someone's memo? For help, read the Executive Report: Business Writing: 83 Tips to Keep You from Looking Dumb

No one ever changed the oil in a rented car

Excerpted from the Executive Report: Leadership Skills: the 7 Essential Steps to Delegating

You don't always have the power, authority or means to reward people the way you'd like or give them the growth they desire. Now what?

Realize that there's almost always something you can do to provide an incentive. It may not be a pay raise, but it might be:

• a small bonus
• more time off to spend with the family
• training and learning opportunities, or
• an incentive tied to the company's financial performance.

And you can modify and adjust incentives based on your knowledge of the employee involved.

Just as some people like opera while others like baseball, so can incentives be adjusted to target an employee's likes.

So, while your authority to award incentives is limited, your imagination is not.

Another incentive for successful delegation is to give the subordinate a sense of ownership of the task - a reason to be invested in its success. As the adage goes, "No one ever changed the oil in a rented car."

If you don't own a project, why would you care?

The sense of ownership ties in with other incentives - a bonus, a chance to move up, more independence. There's a difference, however:

While you might offer an incentive for taking on the delegated task, you might also offer an incentive for any successes that result from the person's taking it on.

Again, what you offer may be limited by your budget and authority. Still, almost all of us can come up with a reward for success.

DIGGING DEEPER
The ability to delegate is what turns good managers into great managers. Learn how to do it the right way by reading the Executive Report: Leadership Skills: the 7 Essential Steps to Delegating

Deciding when and what to delegate

Excerpted from read  Executive Report: The 7 Essential Steps to Delegating Successfully

Delegating can provide a manager with many advantages. That doesn't mean it's wise to delegate just anything anytime. When done randomly and without thinking it through, delegation can be a disaster.

So, first, be sure to determine when delegation is the best course of action. To do that, start by asking five key questions:

1. Is there someone else who I believe has what it takes - background, expertise, information, etc. - to do the job? Absent that, is there someone I can get up to speed quickly to take over the job?
2. Does the task provide an opportunity to grow and develop another person's skills, or am I just foisting off an unpleasant task on someone else?
3. Is this a task that that's likely to come up again, so that if I invest time in someone, I'll get multiple payoffs?
4. Do I have enough time to delegate the job effectively? If there's no time for training, feedback and, yes, an occasional redo, I may be asking for trouble.
5. Is this a task that I should delegate? Let your instincts decide which responsibilities must stay under your control.

Other factors to take into consideration:

• How crucial are deadlines? What are the consequences of not completing the job on time?
• Is "good" good enough? In other words, could you get by with slightly lower quality for the sake of delegation? If not, you'll have to have full confidence in the person to deliver at the highest level.
• What are the consequences of failure? Handing over the job could increase that possibility. No one accepts failure, but you have to accept the possibility and be prepared to deal with it.

DIGGING DEEPER

Delegating is key to becoming a great manager. To get more help, read the Executive Report: The 7 Essential Steps to Delegating Successfully