Randy Clark's Blog, page 28

How to Hold Yourself Accountable for Accountability

According to a Harvard Business Review Report, 46% of managers are terrible at holding staff accountable, One out of every two managers is terrible at accountability. I’m surprised. I thought it would be higher. I’ve seldom seen managers good at accountability, including me, for most of my management career.

How to Hold Yourself Accountable for AccountabilityHow’s that Plan Working for you?

I’ve watched managers take many approaches to accountability. There are two in particular that don’t work, and yet they continue to use their chosen approach over-and-over again. What’s the adage about doing the same thing and expecting different results?

The Passionate, Angry Manager

Getting mad at employees and using fear as a motivator doesn’t work for long. Getting angry and striking out when the results don’t meet expectations isolates the staff from the manager. Passive aggressive behavior, open frustration, and terminating employment in a fit of rage aren’t the answer. If anger and fear are your primary methods for holding employees accountable ask yourself this—how’s it working so far?

The Calm, Caring Manager  

The calm, caring manager is usually nothing of the sort. A calm, caring manager would help their team rather than bury their head in the sand hoping the challenge will go away. Things will not get better on their own. Ignoring, excusing, and being controlled by conflict avoidance are not management strategies for success. If that’s your plan when’s the last time it worked? Has it ever worked?

How to Hold People Accountable

If you understand that anger and avoidance aren’t good plans for holding your team accountable, the next step is learning what does work.

Set Expectations

To hold someone accountable, they must first understand the expectations. Clear cut plans of actions as well as the expected results must be defined and communicated, and not only in a 2-minute verbal communication. Expectations should be in writing. Expectations also must be realistic and achievable, and consequences should be attached from the start.

Deliver the Tools

Before setting expectations (or holding someone accountable for poor results), you must be certain they have the tools to achieve the intended outcome. Do they have the personnel, equipment, and training to succeed? Were there consequences outside of their control such as a late delivery of resources that adversely affected the results?

Use Objective Criteria

Base accountability on objective criteria such a numbers and facts. Don’t base accountability on subjective criteria like saying your team needs a better attitude. If that’s the case, use observable behavior, not blanket statements about their attitude. What is it that they do that shows a poor attitude? Do they openly complain about work, customers, and co-workers? Are they producing an inferior product because they don’t follow procedure? Watch it and name it.

Give Feedback

Honest feedback isn’t confrontation or shouldn’t be, because it should be coming from help. And feedback shouldn’t wait until the end of a project but should be followed up throughout. Never get emotional; deliver feedback calmly and honestly. Don’t sugar-coat it but do recognize positive activities.

Stick to the Consequences

Whether it was a positive consequence such as a bonus, or negative such as a demotion or termination, not holding to consequences sends the wrong signal to the entire staff. If consequences aren’t held to, then how serious will any expectations be taken?

Which Half Are You?

Are you in a management role, if so which half are you? Are you the half that’s good at holding your team accountable, or are you a manager whose plan isn’t working? So, what’s you plan now?

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? Businesses and universities 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.

If you enjoyed this post you might also like, Employee Reviews Should Be an Ongoing Process

Image by Gerd Altmann from Pixabay

The post How to Hold Yourself Accountable for Accountability appeared first on Randy Clark Leadership Training.

You Can’t Talk Shit Done

You can’t talk shit done now or ever. In the not too distant future, it could be that face-to-face meetings are a thing of the past or a least a rarity. Seminars, conferences, and presentations might all be digital— where people join the conversation by logging into an event, sitting around pseudo-tables or milling about in holographic virtual worlds.

50,000 years ago men and women sat around fires and shared stories, discussed the day’s events, and considered the future. The truths is, whether it’s the past, present, or tomorrow, talk too often leads to more talk and little action.

Without Action, It’s Only Chatter like Monkeys in the Canopy

Communication from yesterday, today, and tomorrow have this in common, talk without action is for the most part ineffectual. Regardless of the medium, whether it’s petroglyphs or neural interfaces, it’s only talk until something is done.

One might argue that planning, organizing, and brainstorming, are forms of talk that can lead to action, and you’d be correct, but how often have any of us sat in a meeting, where plans were formed, and yet never actualized?

Would You Rather Watch Paint Dry?

In America today the most recognized waste of time in the workplace is meetings. Studies, reports, and surveys share that the majority of workers in the USA would rather do almost anything than attend meetings. Inc.com 17% of employees would rather watch paint dry than sit through a meeting.

Why is that? Is it because meetings lack agendas, include unneeded personnel, and too often become rambling lectures? Yes, and more, but it’s not only meetings, its training sessions, conferences, symposiums, and demonstrations.  

What If You Could Make a Difference?

What if every meeting, instruction, and forum concluded with a plan of action? And what if that plan of action was implemented, followed up, and revised as needed? What if the participants of these sessions knew that a plan of activities was the goal of the gathering? If that were the case would you rather watch paint dry or be part of the action planning process?

You Can’t Talk Stuff Done, It’s Been Tried 

Nope, you can’t talk stuff done. Talk without action doesn’t accomplish much. Throughout history, it has been those who have taken action who have changed the world. It’s the same with your industry, and your business. Are you ready to add action to your words or do you want to talk about it some more?

From weekly updates to companywide mission statements, businesses fail when there is too much talk and not enough action. If you’d like to learn more about why this happens, how to fix it, and actions to take, read my book, You Can’t Talk Shit Done

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? Businesses and universities 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 Giorgio Trovato on Unsplash

 

The post You Can’t Talk Shit Done appeared first on Randy Clark Leadership Training.

What a Business Shouldn’t Share on Social Media

What a business shouldn’t share on social media should not come as a surprise. Social media rules for business are the same for any media a company uses, not only SM.

There is no one size fits all formula that fits the needs of every business. However, there are some basics, and they begin with common sense and courtesy. Here are five answers to what a business shouldn’t share on social media

What a Business Shouldn’t Share on Social MediaDon’t be rude. Be Courteous and Respectful 

This advice isn’t only for businesses but anyone on social media. Too many people hide behind a screen and post comments on social media that they wouldn’t dare say to someone in the same room. This is destructive behavior; it seldom leads to anything positive and can seriously hurt a business.

“Don’t belittle or laugh at others in public, which includes social media networks, unless you want to lose prospects and be known as that negative organization. If you believe you could offer suggestions for improvement and truly want to help, do it privately. Don’t call them out.” — 10 Good Manners for Kids and Businesses in Social Media 

Stay Clear of Tragedy   

Last week Queen Elizabeth passed, and Sunday was the anniversary of 9/11. If your business posted about either, take a hard look at your intentions and the results. In most cases, sharing about a tragedy isn’t in a business’s best interest. Allison Carter explains why in this post, Before your brand posts on social about 9/11, read this.

Don’t Share Controversial Topics 

Politics, religion, and controversy in general, have always been dangerous topics for businesses. I know sometimes it’s tempting to vent the day’s issues on a blog, Facebook, or Twitter. But for the sake of your brand’s image, just say no. And don’t retweet controversial posts.

I unfollow people who constantly tweet politics, whether I agree with them or not. No matter what people say, we are judged by whom we associate with. There are neighborhoods for politics on Twitter and Facebook, but divisive words shared on business social media accounts are toxic. You will lose customers, prospects, and respect because even if half of your readership agrees with you, the other half doesn’t.

Don’t Over Sell Your Company

I’ve followed the advice from my friends at Roundpeg for several years. They recommend 80% sharing to 20% promoting on social media. Constant promotion with little or no sharing and engagement will more likely be a waste of time and money than a successful social media marketing plan.

Have you attempted a social media advertising campaign only to fall flat on your face? This might be why. So you’ve planned and executed this super social media campaign, only to fail at generating the slightest buzz. What could’ve gone wrong? Could it be your call to action (discount, coupon, or contest) didn’t work because you confused social media with advertising? If social media marketing isn’t advertising, what is it? Social media marketing uses the current and ever-changing social networking platforms to promote calls to action and brand organizations, products, and services.

However, this is done by attracting followers, not exclusively broadcasting promotional campaigns. As counterintuitive as it may sound, if you use social media strictly as advertising, you will most likely fail. Think about it, attraction, not promotion. For any social media promotion to be successful, you must first appeal to the demographic who will benefit from the promotion. In other words, you need to develop a following.

Don’t Purposely Use Poor Grammar 

Your business shouldn’t use text talk in social media marketing unless the demographic you’re attempting to capture uses the abbreviated new speak. Social media marketing isn’t or shouldn’t be any less professional than any other marketing and advertising tool you use. If you wouldn’t use slang in an email or a print brochure, don’t use it in a tweet! And try to follow grammar rules.

I can’t keep track of all the rules. For example, I rely on online sources such as Grammar Girl when I’m at a loss or have a question. I keep a copy of My Grammar and me…Or Should That Be Me?, As well as a copy of The Complete Idiot’s Guide to Creative Writing at my home office, where I do most of my writing. Many writers refer to Strunk and White’s Elements of Style, and still, others rely on style guides such as the AP Stylebook or the Chicago Manual of Style. 

What a Business Shouldn’t Share on Social Media

The answer to what a business shouldn’t share on social media isn’t that complicated. Use good grammar. You don’t have to be perfect but don’t use trendy, insider jargon or slang. Don’t oversell. Remember, social media marketing is attraction, not promotion; it’s not a TV ad that prospects watch during half-time. Keep in mind that potential clients have to opt into your content. Be courteous, respectful, and don’t get into a controversial jam.

The best answer to what a business shouldn’t share on social media is to use common sense. A mentor once told me that common sense isn’t common; it’s genius. Use your head. Think it through. Don’t do, share, or say things you wouldn’t do on other forms of media or in person. Do this, and you’ll be okay.

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? Businesses and universities 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.

Image by Gerd Altmann from Pixabay

 

The post What a Business Shouldn’t Share on Social Media appeared first on Randy Clark Leadership Training.

Creating a Networking One-Pager

What is a networking one-pager? It’s an idea I stole. It was at a brainstorming event. A dozen of us attended the session including my friend Robby Slaughter . The way it worked was we went around the table, and each participant shared a need (or not) to which the group offered advice, connections, or shared tools. When it was Robby’s turn, he handed us all a one-pager titled Business Improvement Plan. It was brilliant. The print piece listed on one page the areas where his business could use the most help. Driving home I thought about how others might use Robby’s idea. How creating a networking one-pager might help others.

Creating a Networking One-Pager

I wondered why anyone couldn’t use this same format for networking events and more. Here are a few ideas.

Job Search

Create a one-pager for your job search. Unlike a full-blown resume, keep it to the point. List what you’re looking for, previous experience, skills, and accreditations. And limit each of those to one or two lines. When you hand it out ask for introductions to people who might be able to help get your foot in the door.

Marketing

Once again think short and sweet. Explain your product in 200 characters or less. Describe your target audience, and share the problems you solve. When you distribute the sheet, ask those who receive it if they know of anyone you could help with your offering.

Vendor Supplier Search

If you’re looking for a new provider make note of what you need, and if it’s to replace a vendor explain why you want to replace them (there’s no need to call out the vendor by name it only makes you look small). Be specific yet follow the KISS method keep it short. Ask for vendor recommendations.

Investors

Are you searching for backers? If so what do you need, sponsors, in-kind partnerships, or? Are you a nonprofit and need donors? If so, make a list of what you need and then bring your list to the event. When someone reads the one-pager ask if there’s an area where they could help.

Job Candidates

Create a one-page job description describing the employee you’re looking for. List the top responsibility, experience, and skill required, and share a brief insight into the company culture. Ask folks who read it who they know that fits the description.

Volunteers

What roles to do you need filled? Who are you looking for and when do you need them? You could start by asking people if they’re looking for volunteer opportunities before you hand them the one-pager.

Creating a Networking One-Pager for Your Needs 

The ideas listed above are incomplete, and they might not fit your needs. I didn’t expect them to. What I hope is that the list spurs your creativity and helps you begin the process of creating a networking one-pager for your needs. So, let me ask you if we met at a networking event what would you tell me was your most urgent need? Would creating a networking one-pager be the smart way to share your needs?

Are You a Good Networker?

I’d always considered myself an effective networker. I’m friendly, easy to talk to, and I’ve never met a stranger. However, none of that makes me a good networker – it makes me outgoing. If I wanted to be the most effective networker I could be, I needed a plan. That’s how my networking workbook, Help Networking started.

If you liked this post you might also like 6 Networking Hacks for Your Next Event.

Photo by Erika Giraud on Unsplash

The post Creating a Networking One-Pager appeared first on Randy Clark Leadership Training.

How to Use the Pinch Theory of Conflict Management

The pinch theory of conflict management is based on the idea that conflict can be predicted and reduced. Unresolved conflict affects production, lowers performance, and fosters resentment. When expectations between people are not met, this can create a pinch or a breakdown in the existing relationship. Pinches are inevitable, but can be reduced, managed, and avoided.

Sharing expectations reduces pinchesUnderstanding others’ personalities minimizes pinchesDiscussing pinches as soon as they occur avoids escalation and reduces stress

When pinches are unresolved, and are allowed to fester, they often lead to a CRUNCH – defined as an intolerable pinch.

How to Use the Pinch Theory of Conflict Management

How to uncrunch a pinch.

Introduce the pinch“There’s something on my mind, and I need your help understanding.”“I’m bothered by something in our work relationship, and if I don’t tell you what I’m thinking, it’s not fair to you or me.”“Could you spare a minute to talk about something that is bothering me?” or, “No big deal, but I’d like to clear something up.”“Do you have a minute? I want to talk about something. I’m concerned it could affect our work together if I don’t share it.Describe the behavior in observable terms. Do not be accusatory or confrontational “What I saw was _____. Is that what you intended?”“Did I hear correctly when you said_____?”“Would you please help me understand_____?Describe how you were affected, own the feelings “When you (observable behavior) I felt/thought _______ (not, “you made me feel/think”) If I may ask, what was your intention?”“When you said _____, I took it to mean _____, is that correct?”“I’m not certain I’m clear about _____. Would you mind explaining?”Describe what you want“If you’re going to _____. I’d like to understand why/when.” “I’d prefer if you would keep me in the loop, please.”“Could we go over that before you do it again?”Come to an understanding

Let the other party discuss their thoughts, wants, and feelings as early in the conversation as possible. Forge a mutual agreement on how you both intend to respond in the future.

“I’d like to form a plan to avoid this. How do you think this can be accomplished?”“What do you think we can do to improve our communication?”White-haired old man walking

If I visited your workplace, and an employee said about me, “He’s an old, white-haired man” (BTW, my hair is light blond). What should I do?

Go to a third party and express my dislikeShow anger toward the commentatorRetaliate by finding something I dislike about themCalmly discuss with the commentator my dislike

Seems pretty silly doesn’t it? Have you ever done the first three? How’d that work for you? Let’s try the following, instead:

Pinch Meeting ProcedurePut your thoughts in writing before the meetingMeet in a private room without interruptionsTurn off phonesCommunicate respectfully with understandingDo not be angry, emotional or petty, treat each other with courtesyListen attentivelyForge an agreement, an understandingHonor the agreementDo not share the agreement with anyone unless a manager is needed to facilitate the meeting

The majority of pinches should be resolved at this time; however, if a resolution is not completed, a facilitator might be needed for a second meeting. Try this pdf to guide you through the process (a form is included on the last page for employees to fill out).

At one time, I was the most accessible senior manager to more than 100 employees. I spent too much of my time  resolving conflicts, which had little to do with work. So, I had always considered myself someone who wanted to help others, but this was not the help I imagined. I wanted to help people improve work skills, character development, leadership training, etc. Resolving the conflict of one employee eating another’s snacks didn’t fit my definition of education. So, we added the Pinch Theory to the policy book, introduced in new hire orientation, and explained in sub-group meetings. It drastically reduced my time spent work and non-work related conflicts.

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? Businesses and universities 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.

Image by iamwahid from Pixabay

 

The post How to Use the Pinch Theory of Conflict Management appeared first on Randy Clark Leadership Training.

Why is it Called Networking?

Why is it called networking? Should networking be all work? Shouldn’t some of it be netfunning? Whether you’re representing your company at an event, branding yourself on social media, or looking for a job while attending a group function, is it OK to have fun while networking? I think so. 

Yes, it’s OK to Have Netfun

It’s not only OK, it’s better than not having fun. Real people have fun (Vulcans excluded). If you’re all work and no play while networking, you might come off as phony and unreal. More than ever it’s important to be real and show some transparency because we’re all connected. In business it’s always been important to show you knew how to have fun. Golf course business meetings, after-hour dinners, and everyday activities often go better and are more productive with a little fun.

How to Netfun

Listen — If all you do is recite your canned and rehearsed elevator pitch, no one, especially you, is going to enjoy it. Open up, follow others lead, and join the conversation.

Make New Friends — Most friendships begin as introductions, don’t they? Introduce yourself and get acquainted. I met a few of my favorite people in the world netfunning on and offline while netfunning.

Help Others — If you know me, you know I strongly believe in reciprocal marketing, help networking, and giving for giving’s sake. What you may not know is how selfish I am about this. Helping others is a privilege and great fun.

Be a Little Weird — The online fashion retailer, Zappos, lists 10 Core Values, number three is, “Create Fun and a little Weirdness.” During an event I attended, tickets were drawn for door prize drawing. The winners last name was announced. When the host drew the ticket and called out “Howl” I did. I let out a howl. (Yes, I’m weird.) When Mr. Howl was introduced, the room erupted in howls. Several “howlers” chatted with me after the event, we were netfunning.

If all you’re doing is networking and not netfunning, you’re presenting a false image of yourself (unless, of course, you’re Vulcan). Meaningful business and social connections may be made while having fun. When you’re having fun, you’re not presenting a flat, one-dimensional picture of yourself, but a 3D panoramic view of who you are. And that’s much more attractive than any elevator pitch. Now go do some netfunning.

Are You a Good Networker?

I’d always considered myself an effective networker. I’m friendly, easy to talk to, and I’ve never met a stranger. However, none of that makes me a good networker – it makes me outgoing. If I wanted to be the most effective networker I could be, I needed a plan. That’s how my networking workbook, Help Networking started.

If you liked this post you might also like 6 Networking Hacks for Your Next Event.

Photo by LinkedIn Sales Solutions on Unsplash

The post Why is it Called Networking? appeared first on Randy Clark Leadership Training.

Why I Write Books

The other day someone asked me why I write books. I answered to help people. The person looked at me and said, “Of course but you want to make money, gain exposure, and find new clients don’t you?” That’s all good, but it’s not the reason I write books. Let me explain.

My first book came about after I quit my job. I wanted to go out independently and help businesses with leadership development. The more I visited and talked with companies, the more appalled I became due to the lack of management and leadership training. I was naïve. Companies were doing little training, and it was hard to find a course that taught the basics. It’s why I wrote my first book. From the beginning, it wasn’t about money or prestige; it was about helping new managers thrown into the deep end without a life preserver.

I’ll give you an example, a few years ago, a management development trainer contacted me. He had read my first book and left a wonderful review on Amazon and wanted to meet and talk about my book. He was in charge of developing a management development program for a large transportation company, and wanted to use my book but couldn’t convince leadership to spend the money. I told him no problem, I’d send a PDF, sign a waiver, and he could share it with his team. The book was made available to more than 4,000 employees.

Later he told me he had broken it down by chapter so that any employee could open what they needed help with. He told me the team used and appreciated the book. It was making a difference. This made me happy. It’s why I write books. (The subhead titles link to the book.)

Why I write BooksIf You Need a Book Let Me know

Yes, if you need a book reach out to me, and I’ll get one to you. I’d rather make a difference than make a buck. Here are my books.

The New Manager’s Workbook: A Crash Course in Effective Management

The New Manager’s Workbook: A Crash course in Effective Management is a workbook and guidebook to help new managers navigate the intricacies and pitfalls of being in a position of power over employees.

Most everyone has experienced a manager who falls at one extreme or another, from the angry micro-manager to the absentee “sure, whatever” manager. With decades of managerial experience, Randy Clark guides you toward that happy middle where good managers live and work. He shows how to deal with the good (hiring, praising, and motivating employees), the bad (navigating silos and dealing with low-quality work), and the ugly (controlling confrontation employees and, if need be, firing them) while keeping your soul intact.

The Manager’s Guide to Becoming a Leader

The Managers Guide to Becoming a Leader is about service leadership. Its philosophy is that projects can be managed but people should be led, and that leaders aren’t born they’re created. The book focuses on improving oneself as a person and as a leader. No single book, or series of books, could cover every contingency leaders face, fit every organization, and answer every leadership question. However, you can share a way of thinking, a leadership thought process. Leaders with an employee-centric, influence-based, leadership belief system can face most management obstacles and find the opportunities in them. If you, the reader, take nothing away from this book other than how service leaders think—I will be content, and you will be a better leader.

How to Stay Ahead of Your Business Blog Forever

Maybe you’ve heard that a business blog can help attract leads. Or you’ve started a business blog but never seem to find the time to keep it updated. Anybody can create a blog, but it takes planning, organization, and time to turn it into a way to connect with clients and potential clients and keep it working for you. How to Stay Ahead of Your Business Blog Forever takes you step by step through planning your blog. From recruiting writers and editors to creating an editorial calendar while keeping your blog supplied with fresh content week after week.

You Can’t Talk Shit Done: Adding Actions to Words

From weekly updates to companywide mission statements, businesses fail when there is too much talk and not enough action. You Can’t Talk Shit Done provides frameworks for getting the most out of business interactions. From meetings and training sessions to conferences and seminars.

Help Networking

I’ve secured multi-million-dollar contracts through networking. I’ve held positions such as director of communications and vice president of operations for multi-million-dollar organizations without ever having a resume. And I’ve been privileged to present on leadership, social media, writing, and more, all because I had a networking plan. I’m no genius, and I don’t have special powers. What I have is a networking plan that fits my needs. What this workbook can do is help you create a networking plan that works for you. Are you ready to get to work?

Terrible Smiles: Short Fiction with a Twist

This one was just for fun! Terrible Smiles is an anthology of 41 flash fiction stories. Many of the stories are set in the future, others in days gone by. What they have in common is a twist. From a young woman facing the most significant interview of her life to a scientist leading a south pole expedition, the stories take a surprise turn.

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, or could use a book, Contact Me. 

Does your business have a management training plan? Businesses and universities 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.

Image by OpenClipart-Vectors from Pixabay

The post Why I Write Books appeared first on Randy Clark Leadership Training.

A Handy Dandy Networking Checklist

So, who needs a networking checklist? Let me ask you, have you gone back to attending events in person? I have, although I’m more selective than I was pre-pandemic. If you’re meeting face-to-face you might find this checklist helpful.

I’ve written a lot about networking, but what I want to share today is something simple and easy to use. A networking checklist to prepare you for your next networking opportunity. What to bring and what to do. I don’t know about you, but I’ve been to more than one networking event without enough business cards. Okay, the truth is I’ve attended conferences and forgot to bring cards. So, this checklist is really for me. I hope it helps you as well.

Networking Checklist

_____Business cards: Bring more than enough.

_____Product and service brochures: Have the material you need to showcase your wares.

_____Resume: If you’re a job seeker.

_____Notebook and pen: Taking notes with pen and paper feels more personal and genuine than thumbing a device.

_____Carrying case: Bring a backpack, purse, briefcase, or computer satchel to store cards and collateral material, both yours and what you collect from others.

_____Elevator pitch: Whether your purpose is to find a job, solicit new business, or find a vendor, come prepared. Know what you want to say.

_____Comfortable shoes: Networking might not involve a lot of sitting.

_____Professional dress: Wear attire that fits the event, it’s better to overdress than miss the mark by appearing too casual.

_____Attendee list: Know who you want to meet, and why. Prioritize who you want to meet and how much time you can spend with each.

_____Goals: Understand why you’re there and what you want to accomplish. You should be able to say this in one sentence.

_____Event schedule: What time does it begin, and what is the schedule of events?

_____Directions: You don’t want to be late because you think you know where it is. Search it on maps before you go.

_____Social media: Post it to let others know you’re attending.

Check It Out

If you find this helpful save it on your device or print a copy and conduct a pre-networking checklist. I know I for one will at least bring business cards next time.

Are You a Good Networker?

I’d always considered myself an effective networker. I’m friendly, easy to talk to, and I’ve never met a stranger. However, none of that makes me a good networker – it makes me outgoing. If I wanted to be the most effective networker I could be, I needed a plan. That’s how my networking workbook, Help Networking started.

If you liked this post you might also like 6 Networking Hacks for Your Next Event.

Image by Shahid Abdullah from Pixabay

The post A Handy Dandy Networking Checklist  appeared first on Randy Clark Leadership Training.

Trusting Your Gut Is Bad Business

Trusting your gut is bad business. It can be a huge mistake. “Trust your gut” is an old and accepted saying. It’s one of those adages that many accept without question. Several times in the last week, I’ve noticed tweets, Facebook posts, and blogs that refer to it as some fundamental tenet of running a business. It’s not, but why is it so readily accepted?

Intuition Can Be Helpful 

It may be because, in many instances trusting your intuition is helpful. When thrust into new emotionally charged situations, your gut relies on past experiences to help you avoid problems and recognize opportunities.

“As you go about your day, your brain collects and processes sensory data from your environment. You’re perfectly aware of some of this information. For example, if you notice two people shouting and pushing each other outside a store just ahead, you’ll probably cross the street. But you wouldn’t say your gut told you to move since you made a reasoned decision based on available information.” — Healthline.com — Gut Feelings Are Real, but Should You Really ‘Trust Your Gut’?

Trusting your gut when you meet someone new or walking an unfamiliar street could help you avoid a problem or recognize an opportunity, but those are life situations, not business. In business, it’s best to rely on facts, objective criteria, and observable behavior. To do so requires education, research, and analysis, not just listening to your gut.

Trusting Your Gut Is Bad Business 

In business, your gut may lead you in a particular direction, and often it’s worth listening to, but that doesn’t mean you jump into action based solely on your intuition. You might listen to your gut but don’t trust it. Investigate it.

“The trust in intuition is understandable, but it’s also dangerous. Intuition has its place in decision-making – you shouldn’t ignore your instincts any more than you should ignore your conscience, but detached from rigorous analysis, intuition is a fickle and undependable guide. It is as likely to lead to disaster as to success.” — Harvard Business Review 

What About an Emergency? 

“Many professionals (e.g., nurses, firefighters, military personnel) who must make quick decisions under complex and difficult circumstances will do so without obvious deliberation (Dhaliwal, 2011). Their intuition comes from their experience of similar situations. In such emergencies, intuition may have to take precedence.

However, this is not to imply that anyone (professional or not) should rely on experience alone and not remain current by seeking further information and education derived from credible sources using analytic reasoning.” — Psychology Today Paying Attention to Your Gut Feelings

Trusting your gut without exploring the consequences is bad business. So, don’t jump to some new initiative in your company without proper research. Don’t run your business by the seat of your pants or your gut.

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? Businesses and universities 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.

Image by Julien Tromeur from Pixabay

The post Trusting Your Gut Is Bad Business appeared first on Randy Clark Leadership Training.

Where Does Great Customer Service Begin?

So, where does great customer service begin? One of my clients is a niche retailer. They’ve been in business for more than 40 years, establishing themselves in the market. They’ve done this by serving their customers and meeting customer needs. Although they’re known for customer service, they retained me to identify opportunities to improve their customer service. What does that say about an organization already known for excellence, investing in improvement? We could all learn from this thought process.

Before I began working with the team, I spent several hours incognito observing their interactions with customers. I can’t recall a group more knowledgeable and helpful than this team once they engaged the customer. Here was an opportunity for improvement. Employees were often caught up in their tasks and unaware of customers. It wasn’t intentional like so many retail outlets today where the customer is treated as an inconvenience; it was a lack of prioritization. The bottom line is regardless of the task at hand, without customers, we’re all out of business.

I worked with the team on being aware of their surroundings, maintaining a customer-first attitude, and having fun doing so.

Are You Aware of Your Customers?

Regardless of your business, retail or wholesale, tangible or intangible, brick and mortar or online, your number one priority should be your customers. Are they? Do you allow tasks to get in the way of serving customers? You may be excellent at helping your customers once you engage them, but what do customers have to do to gain your attention? Are you aware of your customers?

Where Does Great Customer Service Begin?Prioritize customers first

Excellent customer service begins by being aware of your customer, reaching out to them, and asking, “How can I help you?” By learning their needs, you can focus on helping them. Don’t try to solve the problem you want to solve—solve the problem they have.

Distribute customer service surveys 

Online, in-store, or F2F, ask your customers open-ended questions about improving your service. What can we improve? How can we better serve you? What would make us easier to work with? What do we do that frustrates you?

Open up a dialogue 

Promote conversations on social media, add a suggestion box in your outlet, and send an email or newsletter asking for customer input.

Promote in-house customer service initiatives 

Offer training, run an employee contest recognizing outstanding customer service, and be aware of improvement opportunities.

The next time you’re being ignored while patiently waiting at a customer service kiosk, stop and reflect. Do you do the same, or are you aware of your customer’s pain?

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? Businesses and universities 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.

Image by mohamed Hassan from Pixabay

 

The post Where Does Great Customer Service Begin? appeared first on Randy Clark Leadership Training.