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4 Time Management Hacks that Are Like Putting Time in a Bank or How to Add 30% More Time to Your Workday

Here’s why we all need these 4 time management hacks. You and I live in an interconnected, hyper-paced world. There are not enough hours in the day, are there? I want you to think about something, is time as valuable as money? I think it might be more important, but that might be my age talking. Here’s the thing, most of us have some control over our money; we deposit our checks and pay our bills online. We have an idea of how much money we have, and if we’re fortunate, we might even save some of our hard-earned cash. But what about time? Do we keep track of it, save, or bank it? My educated guess is most people don’t spend much time trying to save time.

We all know that saving money is good. It’s something we should strive to do. Saving money by using coupons, saving towards retirement with a 401K, and opening a savings account are all good things. However, when it comes to time management most people don’t look at how much time they squander and how it could be saved. You cannot put time in a savings account, but you can save time. Time saved can be used to increase productivity, venture into new arenas’ or just enjoy yourself. So, how can you save time? Here are 4 time management hacks.

The Gumption Factor

The Gumption Factor is simply doing the most difficult, least appealing task first. Okay, it’s not always possible, but when you have the choice, began your day with the activity you least want to do. Trust me. Try this. When you complete the task, it’s like a weight lifted off your shoulders. The feeling of accomplishment lasts throughout the day.

Sometimes larger tasks need to be segmented. If that’s the case schedule a time slot as the first action of the day to work on the bigger activity. Even though it’s not completed, you’ll still feel the joy of progress.

I was working with a production manager who had eight direct reports. Their schedule was often overbooked and always hectic. Her plan was to begin the day with the easiest tasks to get everyone going. The toughest jobs fell to the end of the day and were often rushed, mistake-prone, and stressful. When she adopted the Gumption Factor, it changed her department. They got more done with less stress and fewer mistakes.

Unplug – Turn off the Ping

Here’s the problem. We’ve been brainwashed into believing we all should be able to multitask. Everyone should have the ability to do your work, answer an email, and check social media all at the same time, right? I mean, it’s multitasking! It’s hit a point where if we’re not good “multitaskers” we think something is wrong with us. Well, I’m here to tell you not a darn thing is wrong with you. There is no such thing as multitasking. It’s a myth. None of us multitask; we task switch and that leads to errors, and time wasted going back to the previous task.

“As much as you might feel like you have the ability to read your email, talk on the phone and engage in a Facebook Messenger chat all at once, it’s literally impossible. What you’re doing is playing multiple games of “red light/green light” in your brain — constantly starting and stopping each task repeatedly. This is known in psychology as “serial tasking,” not multitasking.” — Why Multitasking Is a Myth That’s Breaking Your Brain and Wasting Your Time

“Although switch costs may be relatively small, sometimes just a few tenths of a second per switch, they can add up to large amounts when people switch repeatedly back and forth between tasks. Thus, multitasking may seem efficient on the surface but may actually take more time in the end and involve more error. Even brief mental blocks created by shifting between tasks can cost as much as 40 percent of someone’s productive time.” — American Psychological Association Multitasking: Switching costs

More than 1/4 of your day 

“The average professional spends 28% of the work day reading and answering email, according to a McKinsey analysis. For the average full-time worker in America, that amounts to a staggering 2.6 hours spent, and 120 messages received per day.” — Harvard Business Review. And that’s only email! Most people spend hours per day checking and answering the ping on text and social media as well. So, what can be done? Take charge. For example, I only receive pings for texts and rings for calls. I’ve turned off all other notifications.

I manage 18 social media accounts and at one time I received notifications for every single one of them. It eventually became difficult to get anything done. Especially since I’m so easily led down a rabbit hole. So, I turned them off, and I let people know that if they urgently need to contact me, call or text.

So, what to do? 

Do what I do. Turn off the ping. Not only do I manage 18 social media accounts, I have three emails, and four blogs and the only alerts I receive are texts and phone calls. I inform people that if the communication is urgent, phone or text me because I only check email three times a day, and I’m not always on social media. So, if you want to bank some time, turn off your alerts.

I can conservatively guess I’ve improved my time available to work on projects by 20% or more. What would you do with 20% more time in your workday?

Understand the Difference Between Urgent and Important Tasks

We’re all faced with urgent tasks at work and home daily. I define important tasks as those that help us reach our goals and urgent tasks as those sudden fires that come up that “only” we can handle. And you know what, sometimes we are the only ones who can put out the fire.

At the same time, we have our important tasks to complete. These are the tasks that help us reach our goals, get the job done, and drive our mission. The trouble is that when we jump to those urgent tasks, we often do so at the expense of our important activities. The truth is, sometimes you may need to put out the fires, but before you run to the flames ask yourself the following:

Am I the best choice to do this? Is there someone else that should or could take this on?Do I need to do this right this minute? When’s the best time to handle this?If I jump to the urgent task, what am I leaving?Will I not be able to complete an important task that I’m in the middle of?And If I jump from this task, how long will it take to re-immerse myself in it?Does this require my direction

After answering these questions, you may conclude that yes, you need to douse the flames. However, sometimes you’ll find a better answer and stay on the task at hand, and that’s like putting time in a bank. You might find that it isn’t always you that needs to be the fire marshal.

      4. Limit Interruptions

A few years ago, a customer service rep came to me for advice. She had a complicated project to complete for a major client and she couldn’t find the time to do it. Her job wasn’t only to process orders and satisfy customers, it was liaison between the customer and every department in her organization from production to shipping. There wasn’t a minute of the day that someone wasn’t vying for her attention. I suggested she create a golden hour. A time when, unless it was an absolute emergency, she wasn’t to be disturbed.

Her first reaction was she couldn’t do that – what if someone needed her? I asked if she attended meetings every week and went to lunch most days and she said yes. So, I asked what happens when someone needs you then? She said they take a message or leave a voice mail. I looked at her said they can do the same for your golden hour, but you’ll have to train them.

She chose 8 to 9 am as her golden hour. The first couple of weeks she did this she had to remind people when they interrupted her that she was in her golden hour. However, in less than a month she had completed the project and began taking other tasks into her golden hour.

Only 4 Time Management Hacks?

Okay, there’s more, such as learning to say no, making time to plan, quit micromanaging, and reducing procrastination, but this is enough to start. I might write a follow-up, but for now, work on these 4 time management hacks.

You can’t talk (or read) shit done so if you want to improve your time management you have to take action. If you follow these 4 time management hacks you will save time. Ask yourself is it urgent or important, turn off the ping, limit interruptions, and have some gumption.

So, what would you do with 30% more time to your workday? Get ahead, complete that big project that’s been hanging over your head, take a course? Will you save 30 % of the time you squander at the office? From personal experience I think more than 30 %. So, what will you do with the time you save?

How Can I Help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

Photo by Daniele Levis Pelusi on Unsplash

The post 4 Time Management Hacks that Are Like Putting Time in a Bank or How to Add 30% More Time to Your Workday appeared first on Randy Clark Leadership Training.

How to Recognize Opportunities for Continued Improvement

Isn’t it great that we can never learn everything? None of us are perfect. So, there’s always room for improvement. Therefore, we should all be continually searching for ways to be a better person and leader. One way to recognize opportunities for continued improvement is to question your status quo.

You Should Constantly Ask Yourself:Is this best way to do this?Are there things we’re not doing that we should do?Is there something that we are doing that we should not do?Is This the Best Way to Do This?

Sometimes we do things one way because that’s just how we have always done it. You may say to yourself, “Why on earth would I look for a better way?” The answer is there may be new processes, technology, or a new idea from an employee. Keep an open mind.

What Are You NOT Doing that You Should Do?

Even when you’re feeling overworked, when there aren’t enough hours in the day, you need to ask this question. What are we not doing that we should be doing? Because, you can’t improve if you’re not asking this question. So, are there things that will not only help your customers, but will develop your people? Are there activities that could make you more efficient and better prepared to handle the future?

What Are You Doing that You Shouldn’t Do?

This question isn’t asked nearly enough. Are there things you do in your job that are done for reasons that no longer exist? For example, a report that no one uses or a process that was replaced by new technology?

Add Action to Your Words!

When you make a commitment to continuous improvement, you’ll make things better for you and your team. Here’s a simple plan of action. Pick three actions to take. One to be accomplished in the first 30 days, the second in 60, third in 90. Each should be:

Something which can be accomplished in 30 daysSomething that’s achievable – not impossibleActivity-driven – how will it be accomplished?Within your control – nothing which depends on others such as outside departments, customers, vendors or if it requires corporate approvalHow to Recognize Opportunities for Continued Improvement

It also doesn’t have to be earth-shattering. Because progress and improvement are often made one small step at a time. So, what have you put off that you’d like to get done? What would impact your department, job, or customers in a positive way? How would it help your team? What can you and your department do better, more of, quicker, more cost-effective, or more organized? So, don’t overthink this or make it too complicated – we all have actions we’ve been meaning to “get to” what are yours?

How Can I help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program.

Photo Credit: https://unsplash.com/photos/rk_Zz3b7G2Y

 

 

 

The post How to Recognize Opportunities for Continued Improvement appeared first on Randy Clark Leadership Training.

Have You Become a Toxic Boss Without Knowing it?

I was asked to assess and help a production manager of a B2C (Business to Consumer) manufacturer who was experiencing high employee turnover in one critical department. As I observed the department’s manager, I was puzzled. She was a good manager and leader. She led by example and not only by following procedures, but how she approached her work. When someone on her team asked for help, she was there. When needed she jumped in and did the work side by side with her team. Her door was open to her staff. She was a boss they could talk to, and she believed in continuous education for her teammates. She seemed the antithesis of a toxic boss.

They have everything they need, right?

The staff was well-paid, had decent benefits, and the working conditions were good. So, what was the problem? I didn’t learn until I chatted individually with a few of the staff. Their department manager had become a toxic boss.

More than one member of the team expressed an “us versus them” attitude towards upper management. Eventually, I learned this belief came from their boss. For example, if upper-level management asked her team to work overtime she complained to her staff about the management. She’d rant about the corporation not understanding what her department did, how important their work was, and how difficult it was to complete. She’d continue venting about how unappreciated her department was, how unfair they were treated, and how management didn’t care about them.

Be careful what you create

I discussed this with her. At first she was defensive, telling me everything she said was the truth; management didn’t care if her team had to stay over. I told her she might be correct, but asked her how her derogatory remarks towards corporate leadership affected her team? Did she think her staff accepted her as one of their own because they had a common enemy or it was possible her behavior fostered job dissatisfaction among her team?

Instead of spewing anger I asked her if she’d considered how production could be increased to avoid overtime, or how her department could be more efficient. Next, I asked if she ever offered her input to management as too how much overtime was needed to complete a task. Did she need her entire staff or less? How many hours would it take to get the job done?

A different approach

The truth is she had little control over leaderships demand for overtime. However, how she approached her team with the information was her call. “The bottom line is that whenever we allow circumstances to prevent us from achieving our best we give ourselves an excuse. And here’s the difficult thing. Our excuse may be real, it might be out of our control, but does that mean we accept it as a reason to give up? Or do we look for a way to improve the situation, because if you’ve tried waiting for others to change to fit your needs, how’s that plan worked for you so far?” — Are You Waiting for Others to Change? How’s that Working for You?

I offered her this suggestion. Rather than angrily blame management for overtime, be proactive. Begin by determining how much OT would be needed. Once that was established she could approach the staff from a more positive and engaged perspective. Here’s the example I gave her.

Be careful what you wish for 

“Somebody once said business is always a problem, there’s either not enough, or there’s too much. The former cuts hours and creates lay-offs, and the latter, means overtime. I’d rather have the latter, wouldn’t you? That’s where we are. We need to finish this job tonight. I talked with management and told them we could get it done if half of the staff stayed over two hours. I’m going to stay, and I can assign who’s going to work but I’d rather have volunteers join me. Who’d like to volunteer?”

Would the above example work every time? No. Is it possible she’d still have to assign teammates to work OT? Maybe. Probably. However, by taking a non-blame approach, she’s not creating an angry, siloed, environment and losing employees over the toxic culture she helped create.

Be the opposite of a toxic boss be employee-centric 

Most of us have heard Sir Richard Branson’s quote “Happy employees make happy customers.” At Virgin Airlines those aren’t just words.” What makes Virgin particularly wonderful is the wonderful group of people who believe in what they’re trying to do,” Branson says. “Who are appreciated, who are praised, not criticized, and are given a chance to do a great job.” — Forbes: Sir Richard Branson’s Five Billion Reasons To Make Your Employees And Candidates Happy

So, have you become a toxic boss?

How Can I help You?

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. I’m also available to conduct training.

Photo by Headway on Unsplash

The post Have You Become a Toxic Boss Without Knowing it? appeared first on Randy Clark Leadership Training.

This Personnel Mistake Could Destroy Your Business

A friend, who owns a mid-size, small business, asked me to meet with a member of his team. My friend wanted my advice on whether I believed this individual could fulfill his responsibilities, and if not could I help? The company had promoted the employee into a management position overseeing a dozen or so people. He had been put in charge of a division of the company and so far, hadn’t risen to the occasion. I would soon learn the promotion came close to being a disastrous personnel mistake.

I met with the new manager a couple of times over coffee. After the first meeting, I let my friend, the business owner, know that I wasn’t sure if I could help, but there were a couple of areas I could focus on. It would be up to the new manager as to whether he applied my advice and acted. It was up to him to prove his promotion wasn’t a personnel mistake.

Unfixable Problems

One of his problems was procrastination, which people often think of as time management. Procrastination adversely affects time management but isn’t a time management fix; it’s a thought process problem. I gave (let’s call him John Doe) several actions he could take to help with his procrastination including the gumption factor, which is tackling the most difficult, least desirable action at the beginning of the day.

I also shared strategies with him on communication, organization, and motivation. Although he seemed interested and sincere, little changed. I soon learned I was wasting my time. He should never have been put in the position. Promoting him was a personnel mistake.

Know Your Players

Last week my friend called me. John Doe was no longer in the position. He was no longer employed by the company. He had been incarcerated. It was a lesson for my friend and any business owner. Know whom you’re putting in an upper management position.

Background Checks Should be Rechecked

My friend’s company completed criminal background and driver’s license checks on all new employment candidates but didn’t run backgrounds on existing employees considered for promotion.

Before promoting an employee into a leadership role that can affect the company’s bottom line, who has direct access to company funds, and influences employees, an updated background check should be completed. In this case, all three checks bulleted below would’ve waved red flags.

Criminal BackgroundDriver’s LicenseCredit History

The employee, who drove to job sites on company time, hadn’t had a valid driver’s license for more than three years. He also had a bench warrant for failure to appear, and he didn’t pay his bills. John Doe’s pay was being garnished, but the payroll clerk never told my friend, the owner of the business. It was a recipe for disaster. The company could have been liable had John Doe been involved in an accident on company time. Also, when someone is financially desperate who knows what they’ll do? I once had a customer service representative steal credit card information from customers.

The bottom line is before putting someone in an upper echelon leadership role three checks should be completed, criminal background, driver’s license, and credit history. It could save you a lot of pain down the road.

How Can I help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course im effective management, as the basis for their leadership development program.

 

  

The post This Personnel Mistake Could Destroy Your Business   appeared first on Randy Clark Leadership Training.

Training Isn’t One Size Fits All

I was talking with a group of mid-level managers last week about conflict resolution when the topic of corrective action came up. We discussed when corrective action should be taken or more accurately when it shouldn’t. When a team or individual doesn’t deliver the expected activity or results a manager should determine the causes before jumping to disciplinary action or critiques. The leader should determine if there were outside consequences that affected the result, did the teammates involved have the tools they needed, and were they properly trained. Because if they weren’t given the needed trained, they don’t need discipline they need training.

What is Proper Training?

So, what is proper training? It means that they have the knowledge and skills to follow the training. They know what to do, and how to do it. It doesn’t mean they were shown one time or handed a checklist. Proper training means giving the trainee the training they need to fit their learning style.

My youngest daughter was an award-winning AP Macro Economics teacher. Teachers from other districts and even other states visited her classroom to monitor her activities. They wanted to know how she maintained her high-level classroom test scores. She even spent an hour meeting with the head of the federal reserve at that time, Janet Yellin. (Okay, the proud dad might be bragging a bit.)

One of her teaching methods was the day before an exam she set up several tables where students can study within the learning style that fits them best, visual, kinesthetic, audio, and more. She adapted her teaching to the needs of the students.

Covering all the Bases     

An installation manager I worked with would hire inexperienced people of character and then train the installation position. He onboarded by distributing a manual to trainees before training began. During training, he gave them a checklist and then showed them each step. After he completed a step, he watched as each trainee did the same. Next, he would assign tasks, leave, but check progress throughout the task. Before a trainee “graduated” they took an open book test using the manual he had given them. Some of the trainees grasped the trainee in one or two sessions. Others took longer. However, before any new installer was sent to a job site, the manager knew they had the skills to complete the job.

The manager also gave the trainees expectations throughout the training, which continued when they went on the job. He didn’t talk training done – he acted.

How Do You Know What Training Your Team Needs?

The easy and obvious answer is you ask them. Ask how they study, what ways do they learn, and what doesn’t help them. You can also do what my daughter does and share multiple methods or do what the installation manager did and cover all the bases. The important point is to understand that not everyone learns the same way you do. So, what training methods do you use?

How Can I help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course im effective management, as the basis for their leadership development program.

If you enjoyed this post you might also like, Why you should set expectations with trainees from day one.  

Photo by Ferran Feixas on Unsplash

 

 

 

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How to Take Corrective Action Without Creating Conflict

Whenever I ask a group of leaders if they’re ever unsure of when corrective action is needed the majority raise their hands. They admit that yes, there are times they’re uncertain as to whether discipline is called for. I get it — been there done that.

When I follow up by asking who has avoided holding a teammate accountable for fear of conflict almost everyone admits they have. And then I ask if avoiding corrective action for fear of conflict has led to larger issues. Once again, the consensus is yes it does, and it has. My last question is, do you think you’ll avoid holding someone accountable in the future for fear of conflict? The response to this question is more often thoughtful looks and people staring at their shoes. The good news is corrective action doesn’t have to lead to conflict.

When to Use Corrective Action

When the results don’t meet expectations be careful not to jump to the conclusion that corrective action is called for. Maybe – maybe not. First, a few facts need to be determined.

Was the teammate responsible for the poor results trained?

And not only were they shown what to do once and handed a checklist but were they thoroughly trained, was their understanding checked, and was their performance monitored. Because if not, corrective is not called for follow-up training is.

Were they given expectations?

Was the team given expectations of results, time limits, and activities to be followed?

Were there consequences out of the team’s control?

Once as a manager of an installation team I critiqued a crew for finishing early. I didn’t think to ask why they returned to the office hours before they were expected. Had I asked I would’ve learned the product they were to install had been ordered incorrectly. It was out of their control. Before jumping to conclusions get the facts and know if there were circumstances out of your teammate’s control.

Do they have the tools they need to complete the task?

And not only physical tools, hammers and screwdrivers but also systems, procedures, and checklists.

Did they decide not to follow procedure?

If they were trained, given expectations, had the tools they needed, and nothing got in the way, then we can conclude they decided not to do it correctly, and that’s the first step in changing this behavior. Why did they decide not to meet your expectations? Did they think it was optional? Were they influenced by others? Did they believe they had a better way? Did other things take priority such as time restraints, which led to shortcuts? Could it be interruptions that caused a loss of focus? Or were they disruptive, lackadaisical, or uncaring?

How to Effectively Complete a Corrective Action Without Creating Conflict Come from Help

Stop thinking of corrective action as conflict. It doesn’t have to be. You may not be able to predict or control how the recipient of the critique will react, but you can control how you approach the action. Instead of thinking of corrective action as punishment leading to conflict think of it as help. If someone needs disciplined it’s for their own good, isn’t it? Corrective action is a way to help someone. Letting a teammate get away with not adhering to procedures doesn’t help them. Offering sincere help does. I cringe at the number of times over the years that I’ve allowed someone to fail for fear of conflict.

Answer the first four questions listed above to determine if corrective action is required.Determine as best you can the answer to number five, which is why did they decide not to follow instructions.Meet one-on-one in a quiet place without interruptions. (If it could turn contentious have a senior manager or Human Resources specialist join you.)Explain that you’re there to help.Keep a professional, unemotional business-like demeanor.Begin the conversation sharing why they’re a valuable employee.Outline the infraction and ask questions to understand why the rules weren’t followed.Share expectations and activities to be followed in the future.Get a commitment from them that they’ll follow the activities.It may be best to put it in writing with signatures from all.Are You Helping or Hurting Your Team?

Handing out corrective actions when training is needed, not discipline, isn’t helpful. Critiquing someone for poor results that were out of their control is destructive. Knowing why someone decided not to do what was expected is the beginning of helping them. Knowing when corrective action is called for, and then coming from a place of help you’ll no longer view corrective action as conflict. When that happens, you’ll lead your team to higher levels of achievement.

How Can I help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course im effective management, as the basis for their leadership development program.

Photo Credit: https://unsplash.com/photos/g8bqFDerlLA

 

 

The post How to Take Corrective Action Without Creating Conflict appeared first on Randy Clark Leadership Training.

Don’t just Learn from your Mistakes Share the Lesson

Learning from your mistakes, and sharing what you learn, can be profitable. Sharing lessons may be transparency at its best. No one is perfect. No one will start a religion after any of us. I believe most of us are looking for others we can trust. Let me ask, who do you trust – someone who shares their mistakes (and lessons) or those who present a pristine, mistake-free exterior? Have you ever made a mistake with a customer? I have more than once, and it could happen again. So, what do you do? Begin by correcting the mistake, learn from it, and when appropriate, share it. Don’t just learn from your mistakes share the lesson.

Don’t just Learn from your Mistakes Share the LessonApologize – Reacting defensively, pointing fingers, or passing the blame will only fuel the fire.Take responsibility – Suck it up and take responsibility.Initiate a solution – Fix the problem. Do it right, quick, and exceed your customer’s expectations. Ask yourself, “What could take them from disappointment to becoming an advocate of our business?”Learn from the mistake – Was there a procedure? Was it followed? Was it consequential? Is training required? Is a new procedure needed? Should there be corrective action?Implement a procedure – Agree on a procedure. And then, to avoid mistakes in future – train, use, and monitor it.Share it – Post the mistake on your website, record a video, write a blog, and share it on social media.Look Who’s Talking 

It is important to know what is being said about your organization. It’s easy and convenient to track your company’s online reputation. Google Alerts send you emails alerts about your organization, niche, and interests. Apps such as Hootsuite can not only be used to organize your social media but to keep track of your organization, customers, competitors and more. Advanced searches can be used for specific searches including geographies, attitudes, and phrases.

Can You Be Too Transparent?

What mistakes should you share? Should you share all of them or a few of them? Could too much sharing seem like self-promotion, and not transparency? I believe the answer is to share important lessons. If you haven’t learned something from your mistake, what would you have to share? The best lessons transcend across industries. Ask yourself, “Can others learn from my lesson?”

Too many admissions, when not necessary, can also make a company look incompetent.

There’s A Bonus

Doing the right thing is fun. There is something fulfilling about taking responsibility. It feels good to apologize. It’s great to help customers get what they expect and deserve, and it can be profitable. So, don’t just learn from your mistakes share the lesson.

How Can I help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course im effective management, as the basis for their leadership development program.

Photo Credit: https://unsplash.com/photos/5jqSxgQ6TD4

The post Don’t just Learn from your Mistakes Share the Lesson appeared first on Randy Clark Leadership Training.

Everyone Isn’t You — So Quit Treating Them as if They Were

What may be the biggest mistake that human beings make is when we assume others think as we do. We know this isn’t true, but instinctually we interact with people as if they were just like us. Everyone isn’t you.

We’re not all motivated alike

We’re not all motivated by the same things. However, we assume people are motivated by what motivates us. For example, I’m not primarily motivated by money. When I was in sales many of my teammates were money motivated. It confused my superiors and co-workers when a bonus didn’t motivate me to do more. I’m more motivated by recognition and competition. I want to win and then be appreciated for it. The money isn’t as important as winning for me.

If you want to know what motivates people – ask them, but be aware that motivations evolve. Motivators change with life milestones and experiences. For example, motivators may change if someone marries and then once again if they have children.

Everyone doesn’t learn like you

We assume others learn the same way we learn. For example, if you’re a visual learner, you’ll most likely train others within your learning style. But when a trainee doesn’t have the same learning style as you, it leads to frustration. I’m kinesthetic, a hands-on learner. The best way for me to retain a lesson is to do it. Hearing or watching is a difficult and unproductive way for me to learn. If you were introducing me to a new app the best way to show me is let me use it, walk me through it, or give me a checklist but if you only show and tell me what to do, I may not grasp or remember how to use it.

Not everyone wants an email

We believe everyone communicates the way we do. This assumption is two part. The first is how we use language; the second is our choice of media. I’ve recently advised several businesses to adopt something my good friend Mandi Welch uses at her company, We Are Recruiters. One of the first things she does with new clients is to ask their communication preferences. What media do they prefer, email, text, a phone call or? Does the preferred media depend on the situation? A client may prefer email in most situations, but if Mandi has scheduled a candidate interview for them, they might prefer a phone call. And it’s not only what media do they prefer but also when do they want communication and what do they want to be made aware of.

Your talents aren’t universal

We trust that others have the same talents that we have. I was sharing this concept with a management team when I used my wife and me as an example. You see, I have an almost perfect sense of time; I usually know what time it is without looking. And I always know how long something will take if there are no hitches. My wife doesn’t have this and yet after 27 years of marriage I’ll ask her, “When will you be ready to go?” She doesn’t know. That’s not one of her talents.

On the other hand, she always knows the compass direction, you could spin her round and round in an unfamiliar landscape, and she could point to the north. Me, I’m DC (directionally challenged.) I was once driving A1A on the east coast of Florida when my daughter who was riding with me said, “Turn east here.” I said, “Which way is east” she answered, “Toward the big blue water.”

A manager who attended the meeting told me later that being made aware of this changed his life. He had assumed some of the differences between him and his wife were disrespectful – that she was pushing his buttons on purpose. After the meeting, he realized their talents weren’t the same. He no longer takes it personally. He accepts their differences.

It’s easy to get caught up and assume others think like we do. To believe other people are motivated, learn, communicate, and share our talents is a common misconception. If you want to understand human beings, you must be vigilant as to the needs and wants of others because we’re not all alike, are we? Everyone isn’t you.

How Can I Be of Help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

So, does your Business have a management training plan? Because, if not, many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

If you enjoyed this post, you might appreciate, Is Your Business Reaching Past the Low Hanging Fruit?

Photo by Mario Purisic on Unsplash

The post Everyone Isn’t You — So Quit Treating Them as if They Were appeared first on Randy Clark Leadership Training.

Are Your Business Decisions Based on Facts? Are You Certain?

So, are your business decisions based on facts? Are you certain? To make sound business decisions, you need facts. We all know how fake news has infiltrated our lives. It’s easy to accept information that confirms our biases. I’ve done it, and I’d guess most folks have because it’s easy to accept information at face value.

Misinformation not only affects our daily lives, it impacts our businesses. Incomplete, outdated, and misrepresented information flood the interwebs. How many business decisions have been made using incorrect data?

Are Your Business Decisions Based on Facts?

Poor business decisions based on assumptions, half-truths, and incomplete research not only affect businesses, but customers, vendors, employees, and their families. Now more than ever, it’s essential to get the facts before jumping to conclusions.

Surveys are Opinions, not Facts 

While surveys can be a valuable and informative tool in the decision-making process, they can also be misleading. For example, 7 Proofs that paid ads are a good tactic in content marketing, the title states it will share proof, but in fact, it shares opinions based on a survey, not evidence. The seven “proofs” include:

55% of marketers use banners adsThere are one million advertisers on Instagram76% of B2C marketers use promoted posts on social networks50% of marketers named video the best ROI54% of B2B marketers think search engine marketing is the most effective paid method of content marketingB2B marketers are using more LinkedIn adsSpending on native ads will reach 7.9 billion

While these points are interesting, none of them offer proof that paid ads are a good tactic for content marketers. I’m not saying paid ads can’t be effective. I’m saying this post doesn’t offer any proof on which to base a decision other than a lot of marketers are buying ads, and they think it works. Does that translate to a demonstrable ROI for a specific business or industry? No, it doesn’t.

Know the Entire Story 

It’s not only opinions but also anecdotal references and misunderstood statements, which are presented as fact. For example, take this quote, “1.8 Million Words that’s the value of one minute of video, according to Dr. James McQuivey of Forrester Research. Do you have the time and energy to write 1.8 million words? That’s the equivalent of 3,600 typical web pages. If you write an average of one web page an hour, it will take you 150 days of writing to achieve the impact of one minute of video.” — 18 Big Video Marketing Statistics and what they mean for your Business.

The statement makes quite the point. But how were the facts derived? Dr. James Mcquivey was having fun when he stated this. Yes, he wanted to make a point about the usefulness of video, but his quote wasn’t factual. Here’s how he calculated it.

If a picture is worth a thousand wordsVideo shoots 30 frames per second.Therefore, every second of video is worth 30,000 words.Multiply 30,000 by 60 seconds, and it equals 8 million

Is it fun, even funny? Yes, it is. Does it paint a picture and make a point? Yes, it does. Should a business take this as fact? Absolutely not.

Here’s my Point 

If you’re responsible for making organizational decisions that affect your clients, teammates, and interested parties, do your research and get your facts before deciding. It’s easy to jump to conclusions, accept information that confirms your bias, and assume you know the answer without digging in. And when you fall into this trap, it might adversely affect everyone who counts on you. Are your business decisions based on facts? Get the facts first.

How Can I Be of Help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

So, does your Business have a management training plan? Because, if not, many organizations, large and small, use my book, The New Manager’s Workbook a crash course in effective management, as the basis for their leadership development program. Check it out.

If you enjoyed this post, you might appreciate, Is Your Business Reaching Past the Low Hanging Fruit?

Photo by Dan Dimmock on Unsplash

 

 

The post Are Your Business Decisions Based on Facts? Are You Certain? appeared first on Randy Clark Leadership Training.

When You Stop Learning Your Small Business Starts Dying

When you stop learning your small business starts dying, seems like an odd title for a blog post about small business, doesn’t it? However, it’s the truth, as a leader of a small business when you and your leadership team stop learning it’s the death knell of your business. Sticking with the ways of doing business you’ve always done will lead to a time when those methods are no longer viable, just ask Blockbuster, Polaroid, or Borders. The only thing that is constant in small business is change, and if you don’t keep up with the changes in your industry, you’ll soon be passed by and eventually forgotten. So, where does learning begin? It starts with you.

When You Stop Learning  Your Small Business Starts Dying

You Can’t Know it All So Don’t be One

It’s impossible for anyone to know everything and that holds true for a small business as well. So, do you believe you know everything about your small business? You just might, but it also might be that your accountant, attorney, insurance carrier, marketing manager, installation crew, and facility maintenance crews know things you don’t. So, stop talking and start listening. Quit telling and begin asking. You never know what you might learn.

The 5 Hour Rule

Have you heard of this? It’s something Warren Buffet, Bill Gates, and Oprah Winfrey ascribe to. It’s a simple plan—commit to five hours of learning per week. One hour a workday. The five-hour rule isn’t new, it was Ben Franklin’s plan, “Throughout Ben Franklin’s adult life, he consistently invested roughly an hour a day in deliberate learning. I call this Franklin’s five-hour rule: one hour a day on every weekday. Franklin’s five-hour rule reflects the very simple idea that, over time, the smartest and most successful people are the ones who are constant and deliberate learners.” — Inc.com: Why constant learners all embrace the 5-hour rule. 

A friend began listening to educational podcasts on her daily commute, another is reading business books five or more hours per week. Take on online courses, attend seminars, go to class, but commit and follow through with the 5 hour rule.

Teach, Coach, Mentor

If you want to learn a subject inside out, then teach it. Anyone who has taught, trained, or coached has leaned this. The preparation to be a good instructor teaches trainers more than their students learn. A good mentor not only shares what they’ve learned including what you’ve taken away from their mistakes but also learns from their mentee. Mentee’s share new perspectives and ask questions that mentors may have never considered.

Fail

Wait What?? Yes, fail. If you never fail, you’re not trying hard enough. The key to failing is to learn from it. Failure might be the greatest teacher there is and the fear of failure a close second.

In his book,  Failure: The Secret to Success  (which I highly recommend) Author Robby Slaughter, quotes John Powell, “The only real mistake is the one from which we learn nothing” – John Powell

Leading Your Business in Learning

If you’re not leading your small business by learning then who is? Hopefully, someone or several someone’s on your team, because if not you might be in more trouble than you know. I’m reminded of an acquittance who owned an offset print shop. And although he delivered a good product the business failed after more than 25 years. Just before he closed his doors, and shared that he didn’t know what to do, because online stores were putting him out of business. He didn’t have a website. Looking at it now it’s easy for all of us to identify what he should’ve done, isn’t it? But consider this if you don’t commit to continuous learning you might end up exactly like the print shop owner and never see the end coming.

How Can I Help? 

I like to help people and organizations, but I have three criteria I consider before taking an assignment – I believe in what the organization stands for, I know I can help, and it looks like fun. If you have any questions, Contact Me. 

Does your business have a  management training plan? Many organizations, large and small, use my book, The New Manager’s Workbook a crash course im effective management, as the basis for their leadership development program.

The post When You Stop Learning  Your Small Business Starts Dying appeared first on Randy Clark Leadership Training.