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.

6 don’ts of business dining

Excerpted from the Executive Report: Business Etiquette: 95 Dos and Don’ts for Managers and Executives

While a lot of business is conducted over lunch and dinner, it’s also a place you can lose business. Here are six things you shouldn’t do:

1. Don’t talk about diets. No one likes to hear a lecture about food at the table. If you’re on a diet, keep it to yourself and just say, “No thank you,” when offered something you’ve decided not to eat. Never ask other diners why they aren’t eating a particular food.
2. Don’t drink to excess, if at all. Mixing booze and business is tricky. Err on the side of caution. If you decide not to drink alcohol at business meals, don’t make a big show of your abstinence.
3. Don’t flaunt picking up the check. If you invite a business associate to share a meal, you’re responsible for paying the tab. Don’t flaunt your generosity.
4. Don’t use your cell phone. Never answer your phone at the table, unless you’re a physician whose calls are a matter of life and death. It’s also extraordinarily rude to text, instant message or consult email while dining. Only 14-year-olds fail to realize this, and nobody wants to eat with them either.
5. Don’t eat or order food until your guest arrives. If you arrive at the restaurant before your dining companion, don’t order any food or drink until the entire party has arrived. You should look as if you just got there when they show up.
6. Don’t complain. If the food is lousy, you can’t fix it. Just keep quiet about it and vow (silently) never to return.

DIGGING DEEPER
Not always sure what’s proper in business? You definitely aren’t alone. It can be like navigating a minefield. One mistake and you’ve made an idiot of yourself. Need help? Read the Executive Report: Business Etiquette: 95 Dos and Don’ts for Managers and Executives

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

This person is a new manager’s biggest challenge

Excerpted from the ManageElite training module: 9 Mistakes New Managers Make

It’s important that new managers develop their leadership style, but how they handle this one group of employees will determine their success.

So what kind of people tend to give new managers their biggest challenge?

• Dumb people?
• Average people?
• Smart people?

Smart people. They’re the biggest challenge.

Good managers know better than to spend a lot of time on dumb people. Average people are your worker bees. They may test your communication skills, but give them clear instructions and let them do their thing. It will pay off.

But new managers tend to view smart people as competitors, rather than the assets they really are.

Here’s a secret. All people are not created equal. Some are smarter and more talented than others. Some are even smarter and more talented than YOU.

The best managers have simply accepted that reality and use it to their advantage by finding ways for people with the most potential to shine the brightest.

A manager who treats each and every employee as just another cog in the wheel is guaranteed to get the performance of a cog in the wheel.

But a manager who gives good people room to develop and grow will get a lot more out of those people. No manager can know everything, so get the most out of your smart people – and you’ll both grow.

DIGGING DEEPER
One of the great leadership qualities is the ability to let others do their jobs. The manager who isn’t afraid to turn his or her best people loose will have greater success. To get help for you and your managers, check out the ManageElite training web site.

Keep it simple: 25 ways to say it better

Excerpted from the Executive Report: Business Writing- A Guide to Clear, Concise and Effective Writing 

 

One of the easiest business writing rules to remember is: Choose shorter words over longer words. The simpler you keep it, the greater the chance the reader will read (rather than skim) your memo or letter and take action. Take a look at these examples:

 

Instead of: The Board looked at several viable alternatives that will facilitate optimizing our health benefits package.

 

Write: The Board looked at a few options to improve our health benefits package. 

 

Here’s a list of some long, heavy words to avoid and substitutions:

 

   Instead of:                               Use:

  accommodate                         serve

  advise                                       tell

  affirmative                                yes

  approximately                         about

  cognizant                                 know

  concerning                              about

  endeavor                                  try

  expedite                                   rush

  facilitate                                   help

  generate                                  make

  indicate                                    say

  in lieu of                                   instead

  numerous                               many

  observe                                   see

  originated                               began

  personnel                               people 

  precipitated                            caused

  pursuant to                             under

  remunerate                            pay

  require                                    need

  retain                                       keep

  solicit                                      ask

  sufficient                                enough

  transpire                                happen

  utilize                                      use

 

 

DIGGING DEEPER

Communicating clearly and succinctly are keys to successful management. But most of us are not great writers. To get help, check out the Executive Report: Business Writing - A Guide to Clear, Concise and Effective Writing.