Randy Clark's Blog, page 37

My Kayak Adventure

This is the story of my one and only kayak adventure. In the summer of 2021, I drove to Florida to spend time with both of my daughters and their families. My first visit was with my eldest daughter Dawna, Dr. O’Brien. She and her husband are empty nesters and have become avid RVers. (Is that how you say it?) I met my daughter at the school where she is principal and then drove to their home. A wonderful place with a huge yard, screened-in pool with a big screen projector, and a beer fridge! Could it get any better?

The plan was to take their RV to Ocala National forest, spend four days in the park, meet her friend Nell (also a principal and RV owner), and go on a four-hour seven-mile kayak adventure.

I’d never spent time in an RV before, so it was quite an education. Keeping up with everything takes a lot of work, preparation, and planning. My daughter and son-in-law excel at all the above. I’m not sure either would know what to do if they weren’t completing some sort of task. I could not have asked for better hosts. Our time in the park was lovely. We grilled out, went for walks, which I love to do, especially in a park, and ended our evenings with adult beverages shared with Nell and her beau, who parked their RV next to us. We had a wonderful time.

Near the end of our stay, we took an excursion to kayak on a local stream. Although I had never kayaked before, I was excited. We were going to Juniper run, which was named one of the top 25 canoe runs in America by ReserveAmerica.

“Juniper Run is a narrow, winding waterway set under a dense canopy of old-growth forest and few places solid enough to get out of your canoe. The seven-mile journey starts just below the springs and follows the spring run through the heart of the Juniper Prairie Wilderness…” — USDA Forest Service about Juniper Run. 

We arrived a few minutes before the park opened. We sat patiently listening to 80’s music and excitedly anticipating our adventure. David pulled us into the park, checked in, and found a parking spot. When I got out of the car, I heard a gentleman on a walkie talky. He wore a beige shirt, dull green-colored shorts, and a beige hat. I assumed he was a park ranger. I was correct. A minute later I overheard the person on the other end of the radio say, “So, Ted, I think we should close the run. I really do.” Ted said, “I’ve seen this before. It will be okay. Besides, we have people waiting.”

I wandered over to Ted, introduced myself, and politely asked if I might inquire about the radio conversation. Ted shrugged and said sure. So, I asked Ted why his co-worker wanted to close the run.

Ted said, “Well, the water’s up about eight inches, and there might be places where it could be difficult to get through the brush that’s normally overhead.”

Ted took another call.

After the call, Ted moseyed over to me and said, “Ya know, with all the water we’ve had this last four or five days, it’s brought a lot of critters out. Just today, I‘ve seen two panthers along the creek.” Ted smiled from ear to ear. I didn’t so much.

Ted went on, “You know this stream has every poisonous snake found in Florida. Yes, it does. Right here.”

I thought he was going to say right here in River City.

Ted seemed to be enjoying himself. “Did I tell you about Elvis?”

“No, Ted, at least not yet.”

“I don’t know if you read much about the run, but there’s one set of rapids that’s about 40 feet long, but it’s only 20 feet or so wide. Well, that’s where Elvis hangs out. We call him Elvis because people scream when they see him!” Ted chuckled. “Yep, Elvis is an 18-foot 800-pound gator!”

Great, more things that want to eat me.

“Elvis, he’s never hurt nobody. Now his brother, that’s another story.”

Ted looked at me with one eyebrow raised. “His brother ate a girl.” Ted looked down at his feet and shook his head. “Well, he didn’t actually eat her; he just pulled her under and drowned her, but it was her fault. She was down at the dock after midnight drunk swimming, and well, Elvis’s brother didn’t take too kindly to an invasion of his territory after midnight. They found her body washed up under a bridge the next day.”

I thanked Ted for the information and quickly left before he could tell me more stories.

My daughter and son-in-law owned three kayaks and had loaded them in the bed of the truck that pulled their camper. Two of the kayaks were what I thought of as standard kayaks (but what do I know), and the third was different. It was shorter, sat higher, and it was pink.

We carried the kayaks down to the landing, sat them near the head of the spring, got on board (do you board a kayak?), and began our adventure.

It was breathtaking. The fauna, weather, and company were perfect.

The first half of the cruise was lovely. Then the water started picking up, and we came to a few overhangs that covered the stream. They weren’t too difficult to get past. We went around and under.

The stream became narrower and faster. It was challenging to keep our kayaks in the center of the river. The water tried to sweep us to the riverbank.

David was in the shorter, higher kayak. He was the first to capsize. A few minutes later, the water forced me to the bank, where I was caught in a Bay Bush. A crooked limb had pushed through my man bun and became entangled. I was pulled from the kayak by my man bun. Fortunately, David brought up the rear (thank you, David!), and he grabbed my now free kayak.

It took both of us to raise the kayak high enough to empty the water. Remember in the USDA Forest Service quote when they shared, “…few places solid enough to get out of your canoe.” They were right. After we finally emptied most of the water, David traded kayaks with me. He explained that the shorter kayak sat higher, so it had less space inside for retaining water. It would be easier for me to empty if I capsized again. David must be psychic.

What David didn’t tell me is that since I was nearly sitting on top of the kayak, it was much more difficult to balance. I capsized five more times. I capsized against both riverbanks, in the middle of the stream, and under an overhanging palm tree blocking the waterway. Every time I fell out of the kayak, David was there to help me.

My daughter had gone on ahead. I assumed in case she needed to call 911. David stayed back with me. You know, to help me get back in the kayak and ward off the alligators and poisonous snakes.

During the last half mile of the trek, the waterway opened up, slowed down, and I didn’t capsize again. Good thing because it was where alligators were known to nest.

With about 30 minutes to go, the sky opened. It rained as hard as I’ve ever seen. Thank goodness my eyeglasses were strapped to my head because they would’ve been washed away. Ya know like my boat shoes.

Eventually, I made it to the dock. I got out, walked the three steps to the brick walk, kneeled, and kissed the bricks. My daughter looked at me and said, “You told my husband to get fucked at least three times.”

“Did I?”

“Yes, you said fuck you, David. I heard you.”

The ride home was uneventful and quiet. Later we all laughed about the day. It’s a story none of us will ever forget, and we don’t get many of those in a lifetime.

The next day I drove to my younger daughters. We had a lovely time. Her family had scheduled a kayak trip during my visit. It was canceled.

A couple of days after I returned home, I sent both my daughter’s snail mail thank you cards. In the card I sent to my daughter Dawna and her husband David, I inscribed the following.

“I can’t thank you enough! I had a wonderful time and I loved your pool and beer fridge. Being able to lounge there my first day while you were at work was restorative. I had a great time watching the concert with you on your big screen by the pool. Ocala National Park was a joy, and thank you for sharing your RV with me! I’m sure I’ll even look back on our kayak adventure with humor. Love, Dad.

PS Fuck You, David.”

Photo by Taryn Manning on Unsplash

 

 

 

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Do You Believe in Karma?

Do you believe in Karma, in retributive justice? Do you subscribe to the belief that what goes around comes around? I do. There’s not always a direct link. In other words, just because you share an act of kindness with another human being doesn’t mean they’ll return the favor. People are people. Some are kind and considerate, while others, not so much. However, I’ve seen enough good things come back to those who have done good deeds, albeit not always directly, that I believe in Karma. Giving back comes back.

Do You Believe in Karma?What’s Best for you? 

Given a choice between doing my best for others and feeling good about myself, or allowing anger to live in my head, heart, and soul — I know I should choose the good, and I usually do. Doesn’t it make sense that we as humans are healthier and happier when we look for the bright side — when we try to impact others positively? Volunteering Your Way to Better Health and Wellness. Most people are happier when they’re giving back.

Yes, I believe in Karma. Not in some mysterious spiritual way, you see, I believe we control our Karma. When we react in anger, we often receive anger in return, not always, but when we do, it’s unpleasant for everyone. When we act with love and compassion, we may get it returned to us, not always, but often enough, at least for me, to make it worthwhile and meaningful. And besides, giving back feels good.

A Story of Karma

A co-worker and friend shared this story with me. Her morning routine is hectic (can you relate?). She gets the kids ready for school, feeds the dog, packs lunches, and makes sure her fiancé is properly dressed, you know … life in America.

One morning, after dropping the kids off at school, she had just enough time to grab a cup of coffee and make a quick stop at the dollar store. As she pulled into the parking lot, she recognized a homeless man she’d seen before. So, she bought him a cup as well. When she went to give it to him, a lady was by his side. She didn’t have to think. She gave her cup of coffee to the lady. Without another thought, she quickly went to the dollar store.

While in the store, a man approached her and asked her name. At first, my friend was startled. She wondered why a stranger was following her. He told her he’d seen what she’d done with the coffee and asked why she didn’t get herself a cup. She explained she had but gave it to the lady and that it was no big deal. He said that he’d thought as much and that it was a big deal. The man reached into his wallet and handed her a one-hundred-dollar bill, only saying, “This is for your kindness.”

What’s the Lesson?

Is the lesson that when we do good, we’ll be rewarded — with hundred-dollar bills? No. Is it that we should do good in the hopes of a reward? Not really. Is it because that’s what we’re supposed to do? Kinda sorta.

The lesson is that when we do good things, it creates ripples. Like dropping a rock into a still pond, the ripple we create spreads in every direction. Some will reach other people, and they’ll pass it forward, other ripples may hit the shore unimpeded, and still, other waves may come back and wash over us. The lesson is, do good, and good will follow. If we all do enough good, it could create a tidal wave, couldn’t it?

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. 

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. It might help you stop putting off what you want to do.

Photo by Sharon McCutcheon on Unsplash

The post Do You Believe in Karma? appeared first on Randy Clark Leadership Training.

Falling Leaves, a Fire Pit, and a Fireman

This is a true story about falling leaves, a fire pit, and a fireman. Our backyard is at the bottom of a wooded hill. When autumn arrives, the leaves fall, covering our yard. I don’t mind. It’s beautiful. The wooded hill attracted us to the home. So, I mow and rake and mow and rake and …

A few years ago, on a sunny October Sunday, I was enjoying the weather, raking leaves, and sipping on a beer while I listened to NPR. Late in the afternoon, I decided to start a fire in my firepit.

After another beer, okay, two more, I thought, what the hell, instead of raking all these leaves back up the hill, I’ll throw some on the fire. They burned nicely.

Someone’s at the fence

Maybe an hour later, I saw the top of a red hard hat bouncing along the outside of my wooden privacy fence. What the what?

“Hello, may I speak with you, sir?”

“I guess, but who are you?”

“I’m with the Speedway Fire Department. Could you open the gate, please?”

The fireman put out his hand and asked my name.

“Randy, Randy Clark.”

“Mr. Clark, did you know it’s against local ordinances to burn leaves?”

“No, sir, I did not.”

“Yes, sir, it is. Leaf burning is a health and fire hazard. It releases toxic particles and gases, and the rising embers can spread fire, especially with the woods within 20 feet of your fire.

Mr. Clark, I’m going to give you a warning ticket. However, if we have to come back, there will be a fine. Here’s a pamphlet outlining when you can legally use a firepit and what you can and cannot burn.”

“I understand.”

I walked the fireman back to our street and discovered a full-size fire truck parked in front of my home. My neighbors must have discovered it as well because several were in their front yards gawking.

I thanked the fireman and crew and then headed inside to explain my transgression to my wife.

The Pamphlet 

I sat at the kitchen table and began reading the pamphlet. There was a list of what couldn’t be burned. Leaves were at the top of the list.

The only thing that could be burned was natural wood. Ordinances prohibited the burning of construction materials, boards, or plywood.

It listed when a fire was legal. My eye caught number 3 – “Fire was allowed for religious services.” That was it! I’d build a cross and set in the ground next to my pit! I didn’t. I went with number 5 – “Fire may be legally used for cooking.”

So, in a small section of my fire pit, I stacked bricks and placed a grill on top. I’d be sure I always had some hot dogs and marshmallows in the fridge before lighting a fire. Heck, if Station number 5 came back I’d feed them. They never came back.

I was making a small fire in the pit’s cooking section when the thought occurred to me that what the heck, I should cook something. I did.

That was the beginning of my obsession. Now, weather permitting, I grill over a wood fire at least a couple of times a week. I bake potatoes wrapped in aluminum foil in the coals, roast shish kabobs of vegetables, and I’ve grilled steaks, chicken, fish, shrimp, and pork. One time I even grilled Romaine lettuce! ( I saw this on a wood grilling TV series, and it works.)

I’ve always had a passion for fires. No, I’m not a pyromaniac. I just like campfires. And I’m passionate about cooking. So, now I have a passion for wood fire grilling. I love sitting next to my fire, listening to NPR, grilling a steak, and sipping on a beer, but only one beer, okay, maybe two.

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. 

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. It might help you stop putting off what you want to do.

This post originally appeared in Erik Deckers’ Laughing Stalk

Photo by Randy Clark (Yep, that’s the firepit.)

 

 

 

 

 

 

 

The post Falling Leaves, a Fire Pit, and a Fireman  appeared first on Randy Clark Leadership Training.

How to Manage Your Boss and Why You Should

So, how can you manage your boss, someone who manages you and why should you? I was thinking about this the other day when I recalled looking at recliner lift chairs while visiting a furniture store. The chair was for my father. He was 88-years-old at the time and sometimes had trouble getting out of his recliner. I knew the lift recliner would be great for him. However, I knew if I brought up the idea, he’d tell me he didn’t need it. I had to make it his idea.

I casually told him that while shopping for new living room furniture I played around with one of those lift chairs. He asked a few questions and then made owning a lift chair his idea. My father had a couple of good years in the chair before he passed away. The chair lives on with another family member.

So, what’s this story about my father and a lift chair have to do with managing your boss? It’s that  sometimes the best strategy for change is to make your idea your bosses idea. Here are 8 more keys to how to manage your boss.

How to Manage Your Boss Hire the Right Boss

An interview shouldn’t be one-sided. Ask enough questions of your boss during the interview process to get a feel for their management style. Ask direct questions about how they manage. For example, how they share expectations, follow up, or assign tasks. Do your best to watch them interact with others. How do they manage the current roster? If you don’t like what you see, don’t expect them to change for you. Find another boss.

Get to Know Them

When I suggest getting to know your boss I don’t mean how they take their coffee, that’s fine, but to get to know anyone, including your boss, you need to understand how they think.

What motivates your boss?What is their preferred method of communication?How does your boss learn? Are they audio, verbal, kinetic, or visual learners?What are their unique talents?

So, how do you learn all of this information? I’m glad you asked. The answer is – you ask them. Ask what motivates them, how they like to communicate, and how they process information. Don’t make this complicated, ask them.

Take the time to survey your manager to understand their expectations of you and your position. Learn their goals, apply activities that will help meet those goals, and then meet their expectations. If you don’t know your boss’s expectations how could you possibly meet them?

Bring the Bottom Line

I was working with an HR manager who was committed to employee wellness programs. However, not everyone on the corporate staff was convinced of its usefulness. Some members of the staff didn’t buy into the need for a wellness programs. Their opinion was it was merely for the employee with little or no benefit to the organization; therefore, it was wasteful to commit resources to the program. The HR manager showed the staff how a wellness program affected the bottom line by reducing insurance costs. Numbers speak.

Be Your Bosses Friend 

Are you afraid of making a friend with your boss? If your definition of a friend is something like, “A friend is someone who helps, a person who has your back”, why wouldn’t you befriend your boss?

“Have you been told not to be friends with your employees? If I asked should a boss help his or her direct reports, would your answer be absolutely? However, if you look up the definition of friendship that’s what you’ll find.” — Can a Boss be a Friend?  

Be a Crusader for their Mission

If you want to meet your personal goals, whether its advancement, a special project, or more responsibility, begin by championing your boss’s mission; learn your boss’s mission, and then be a part of it.

Don’t Be a Yes Person

A good boss wants your input. A great boss wants to know when you disagree and why you do so. Be straightforward, you might consider asking your boss how you should approach them if you ever have an alternate point of view from theirs.

Learn When and How to Say No

It’s okay to say no. When you’re not the best person for the task, when it would pull you away from important work, or it’s not one of your talents. However, your approach is what will make the difference.

If someone else is better suited to the task, simply state you’d be happy to take on the assignment, but John Doe is more qualified. If jumping to a new task will pull you off of one you need to complete then show your boss the work you’re doing, and then ask them to decide whether you should stop the task you’re on.

Why Should You Manage Your Boss?

I mean really, who needs the headache? Don’t you already have a full plate? So, why even attempt to manage your boss? Because your boss will not always be right and someone needs to tell them, and because some decisions could hurt you and your career. And the number one reason for me is I want to work with a boss I like and respect who makes me feel like part of the team and asks for my opinion. And to get all that I might have to manage my boss’s expectations of me.

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. 

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. It might help you stop putting off what you want to do.

Photo by ThisisEngineering RAEng on Unspl

The post How to Manage Your Boss and Why You Should   appeared first on Randy Clark Leadership Training.

The Other Right

As far back as I can remember, I’ve been directionally challenged. As a young boy, I would write in the air with my right hand to determine left from right. To this day, I occasionally catch myself holding an imaginary pencil in my right hand when told to look, turn, or face right or left.

I recently learned that being directionally challenged is sometimes tied to dyslexia. I’ve never been officially diagnosed as being dyslexic. But I have taken online quizzes with titles such as “Do I Have Dyslexia?” My test scores always indicate that I should “Consider seeking consultation from a specialist or a formal diagnostic assessment from a qualified examiner.”

I didn’t learn to read until the third grade, and then only because my parents spent nearly every night helping me learn. In my head, the letters were all jumbled up. It was hard to make sense of them.

When I was a junior in high school, I rode my Kawasaki 350 to the practice football field on a weeknight for a pickup football game. After the game, as the sun was setting, I left the school and turned south instead of north towards home. I ended up in a small town about 10 miles south of the school. I had been riding 20 minutes in the wrong direction without a clue. When I arrived home, my parents asked why I was late. So, I told them. They laughed. My family still shares the story.

Forty years ago, I worked for a home remodeling company. I would drive to residences and give estimates. Finding a home in Indianapolis was no problem. I became proficient at reading a map. To this day, I know what hundred block most major streets in Indy run. For example, Lynhurst drive runs north and south at 5100 west.

However, when I had an appointment out in the country, it was a different ballgame. Our scheduling department understood my challenge and did an excellent job of obtaining accurate directions.

My favorite was a farm in the middle of nowhere. My directions used several landmarks, including turning right at the rock that looks like an Indian. What? How can a rock look like an Indian? I didn’t find it. So, I drove to the nearest small town and located a payphone. This was before Cell phones or GPS. I did have one of those new-fangled beepers. Anyway, the scheduling department connected me with the customer. I never found the home or the rock that looks like an Indian.

More recently, while driving along Florida A1A near Cocoa beach with my youngest daughter, she said, “Dad, turn east at the next light.” To which I responded, “Which way is east?” She said toward the big blue water. Okay.

There’s an old joke where someone driving along a rural route sees a rustic fellow walking along the road. The driver stops and asks for directions. The gentleman, in his overalls, ponders as he chews on a piece of straw and finally says, “I don’t think you can get there from here.” So, yea, I understand. It’s the other right, right?

Photo by Giulia May on Unsplash

The post The Other Right appeared first on Randy Clark Leadership Training.

Lead by Asking

Effective managers know when to ask not tell, when to lead by asking.

Lead by Asking 

Before conducting a seminar on teamwork at a retail outlet, the General Manager told me it was difficult to get people to work outside of their department. The GM went on to share that employees are informed they’re paid to work wherever they’re needed—not only in their department. I asked the GM if the employees had ever been asked how helping other departments could be advantageous to them. They hadn’t been asked. During the presentation I asked the team members:

How could interdepartmental help positively affect the customer experience?Could a poor customer experience affect the bottom line?How could lost revenue impact an individual employee?

The staff responded that helping from one department to another could make a huge difference for the customer. Although this retailer has three distinct departments that’s not how the customer views it. If a customer needs help they don’t care what department an employee is assigned to. If an employee is available the customer expects their attention. The team went on to share several reasons they should help each other including how service could affect bonuses. But, I stray from my point. When told to do it their natural inclination was to fight it, but when asked they shared compelling reasons to do just that. The difference was in the asking.

Why Should You Ask?

Because I said so is an old school management technique that never was the most effective method for many situations. Following orders, while necessary in some disciplines, stifles creativity, limits dialogue, and eliminates brainstorming. If you want your team to embrace initiatives, the first step is to engage and involve them. When the retail staff was asked to share their ideas they not only gave the management team a few thoughts to consider, but also made improving interdepartmental teamwork their idea. In this scenario, asking not telling is making a bigger impact. Only two days after the meeting, department managers and employees had put interdepartmental action plans in place to help each other.

Before you decide to use the BIS method (because I said so!) or the old “my way or the highway” approach, consider whether involving the team by asking for their input is a more effective way to accomplish the desired end result. If laws and compliance regulations, policies and procedures, and proven systems aren’t being ignored or circumvented, asking may bring a greater buy-in than telling. So, let me ask you, do you ask often enough? Would asking more often be effective for you, what do you think?

If you’re in leadership and want your direct reports to do more than follow your lead, one of the most powerful tools you possess are questions. If you want them to passionately participate, don’t tell them — ASK them. For much of the 20th century — and into the 21st — management in America has often been about commanding, not leading. Using questions to lead your subordinates is nothing new. The Greek philosopher, Socrates (470-399 BC), taught by asking a series of questions, leading the student to the desired end, or new enlightenment.

Why Lead With Questions?

• The most effective method of team “buy-in” for any project is to make it the team’s plan. By asking questions and sharing thoughts, plans can be formed that transcend any one individual’s ideas thus becoming the team’s vision.

• The team may have a better understanding of how to improve performance or production. If it affects them directly, they probably have a more current and complete understanding than you. Listen and learn.

• Don’t you want to know what your team is thinking — ESPECIALLY if you’re not thrilled about the thought process? If you know what’s on your team’s mind, you can help direct them through questions.

How to Ask Effective Questions

• If you want to know what someone thinks, or you want them to think for themselves, use open-ended questions. Open-ended questions such as what, why, and how, call for thoughtful responses.

• Don’t ask leading questions, like, “You agree, don’t you?”, or choice of positives, such as, “Do you want to begin at 7 or 7:30?”, or closed in yes or no questions, like, “Do you know what to do?” These kinds of questions will not engage your team.

What kind of manager do you want to be? Leading subordinates through questions and gathering their input is team building. Their ideas don’t always have to be implemented, but they should be solicited. If you use questions to find out what they know, think, and believe, you’ll be rewarded with new ideas, improved teamwork, and loyal camaraderie.

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. 

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.

Photo by Elissa Garcia on Unsplash

The post Lead by Asking appeared first on Randy Clark Leadership Training.

How to Deal With a Negative Google Review You Missed

I received a call from a friend in a panic. They asked me how to deal with a negative google review they’d missed. Their business had received a one-star negative google review, but it was worse than that. Someone posted the review two months ago, and they missed it. So, if this happens to you, what can you do?

First, take a deep breath. If you care about your organization, then a one-star review sits in the pit of your stomach and gnaws at you because you care. Here’s where you start.

How to Deal With a Negative Google Review You Missed  Apologize for taking so long to respond. Explain you didn’t have a system to check reviews. Tell them that because of this, you’re putting in a system to check daily. (And then put someone in charge of checking daily).Apologize. Do not be defensive or give excuses. Show empathy, put yourself in their shoes, and apologize for their experience.Acknowledge their frustration. For example, “I’d be frustrated if this happened to me.”Thank them. Let them know that the only way to be a better provider is to know when you’re not meeting client needs. Thank them for sharing.Invite them to communicate with you. Let them know you want their input because you want to make amends. Give them a name and contact information. When they call, offer to meet with them virtually or in person, so you can learn from them and improve your business.Be sure you follow up. Even if they don’t respond, give it a few days and follow up by thanking them again.Correct the issue

Whatever the basis of the poor review, look at it as helpful information to improve your business. Gather your team, brainstorm procedures and policies to avoid the issue, implement your plan, train it, and follow through.

Have a system to respond to all reviews and stay on top of it 

My friend and their business had a system. However, the person who received the notifications left the company and the reviews were was never forwarded to another employee.

Seek positive reviews from happy customers 

When a customer or client compliments your business, ask for a review. Do not risk Google jail by offering any type of incentive other than your thanks. I also wouldn’t recommend indiscriminately asking every customer for a review.

Know how review sites work

Not all review sites are the same, so it’s important to know how they work, not only for you, but so you can help customers. Not every happy customer who would like to leave a positive review about your business knows how to. So, take the time to create a brief document you can share about how to leave a review.

Understand that there are fake reviews

I once had a competitor leave a defamatory review about a company I worked with. I contacted the site, and they took it down. Keep your eye out for fake reviews, and if you find one, let the site know.

See the good in a bad review

A poor review can lead to improvements, and it’s an opportunity for transparency. Consumers are more influenced by a business that fixes their mistakes than by one that makes none. Responding positively and publicly to a poor review builds trust in consumers.

Don’t hide poor reviews for your employees

If you want to improve your business, then your team needs to know where improvement lies. My friend’s business shared the poor review in their employee-only newsletter along with a note of how it was being resolved.

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. 

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.

Photo by Lala Azizli on Unsplash

 

The post How to Deal With a Negative Google Review You Missed   appeared first on Randy Clark Leadership Training.

10 Assumptions Made by Immature Managers

What’s the difference between immature managers and those who have matured? The other day I found myself in conversation with a few friends about common mistakes we made as new managers. We talked about misconceptions we shared and unrealistic expectations we put on subordinates. The discussion evolved to considering how to help new managers avoid some of the same mistakes. With that in mind, here’s a list of 10 differences in thinking between an immature manager and a mature leader.

10 Assumptions Made by Immature ManagersImmature ManagerMature LeaderExpects subordinates to be adults and just do their job. They shouldn’t need supervision.Understands everyone needs some direction and supplies it as needed.Builds silos by pointing fingers, blaming others, and taking a “That’s not my job” stance.Tears down silos through cross-training, group participation, and looking at the whole not only the parts.Micromanages and distrusts direct reports.Gives direction, reviews activities, and follows up on results. Gives trust as it is earned.Plans actions without consulting others.Involves the team in action plans. Creates team ownership of initiatives.Unwilling or afraid to try new things.Open to learning and reinventing self and role.Throws new people into the deep end.Onboards and trains new hires.Doesn’t invest time in people development and training.Knows people are the most important commodity and believes in continuous development.Takes credit for successes.Shares credit and gives recognition to the team.Territorial to the extreme, sees direct reports as a threat.Shares the turf, looks for and develops his or her replacement.Plays politics, assigns blame, and undercuts others.Supports others, builds teams, and develops connections within the entire organization.Are you a Mature Leader?

I apologize to the teams I managed early in my career. I was an immature manager. At one time or another I made every immature management mistake that could be made and invented a few. As my management experience progressed, I slowly moved from immature to mature manager one thought process at a time, and I’m not done yet. Developing into a mature leader isn’t a snap your fingers overnight epiphany—it’s a process. For most the process is ongoing. The majority of managers aren’t totally mature or immature. Everyone has their strengths and weaknesses. What are your strong points as well as your weak points? What makes you an immature manager? Once you’ve identified your blind spots, the next step is to shine a light on them.

A Challenge

Pick one management assumption to improve over the next 30 days. Write it down, make it your screen saver, post it over your work area, put it on a sticky note and place on your backpack. Look at it every day and then act it on it. Critique yourself when you fall into old ways. Look for opportunities to try the new. Be the change. Lead the way.

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. 

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.

Photo by Dan Burton on Unsplash

The post 10 Assumptions Made by Immature Managers appeared first on Randy Clark Leadership Training.

When to Say No at a Networking Event

Do you know when to say no at a networking event? Have you ever been to a networking event and said no? I have. I didn’t use to tell many folks no, but I learned there’s a time to say no at a networking event. It might seem counter-intuitive, but saying no can save you from situations that are a waste of time, uncomfortable, or worse. Do you know when to say no at a networking event?

When to Say No at a Networking Event When you can’t help

Here’s one example, someone asks you for help with a job at your company. If you can’t help, if you’re not in a role that makes hiring decisions, if you wouldn’t feel comfortable introducing someone to them, or there are no openings, then don’t say something like, “I’ll see what I can do”. Tell them there are no openings or you’re not the person who decides.

There are hundreds of other examples of when to say no at a networking event from being asked to donate or volunteer, to strangers wanting to connect on LinkedIn or who ask you to like their page, sight unseen (should that be site unseen?)

When it’s not a good fit

A supplier wants to meet with you, but you’re happy with your present supplier and know the vendor’s product isn’t what you need. Don’t set a meeting. Say no, take a card if you want, but let the vendor know you’re not in the market.

When someone’s too pushy

If someone doesn’t take no for an answer then give it to them – tell them no. If they’re too pushy now, it ain’t gonna get better.

When it’s gossip

In a perfect world passive-aggressive complaining, character assassination, and unfounded rumors wouldn’t be part of a networking event, but we don’t live in a perfect world, do we? You may not be able to stop toxic gossip, but you can stop being part of it. Just because you don’t spread gossip doesn’t mean you’re not part of it. If you listen to it, then you’re an accessory to gossip. The next time someone asks you, “Did you hear about so and so at ABX Company” tell them if its gossip they want to share, you don’t want to hear it. Tell them no.

When it turns negative

I don’t have time for toxic people, do you? When cornered by someone at a networking event that only has negative things to say, what do you do? I excuse myself and politely find another conversation.

If it becomes too personal

When someone starts asking me things that I only share with my closest friends I politely let them know their inquiry isn’t appropriate to the setting.

Just Say No!

It’s not only okay to say no there are times it’s commendable to do so. A networking event isn’t a place where all things go, and no one should feel obligated to listen to or share a conversation that makes them uncomfortable. The next time you’re at an event, and someone is too pushy, or spreading gossip, or becomes too personal – tell them no because you know when to say no at a networking event.

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. 

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.

Photo by Thomas Park on Unsplash

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Don’t Ride Alone: Training Your Replacement

What does riding alone have to do with training your replacement? When I was a sales manager for one of the top twenty home remodelers in America, I ran appointments six days per week two or three leads on weekdays and one or two on Saturday. I was in the position for several years. I never went to an appointment alone. I always had a sales representative with me. It was not only part of my training system it was the most important cog in the wheel. I never rode alone. I was training my future replacement. Are you training your replacement?

Don’t Ride Alone: Training Your ReplacementGet to Know Your Teammates

I used my time riding with sales representatives to get to know them better. I learned to ask about their passions, desires, and what they wanted out of the job. You may not have alone time riding in a car to an appointment, but you can take the same approach. Invest time finding out what motivates your teammates. It’s one of the first steps to training your replacement.

Ride with New People

I would ride with new sales representatives and show them the live action version of what I’d been training in the classroom. You’re probably not on a sales call with a new employee, but you can do the same thing. Take what they’ve been trained and show them how it’s done. It doesn’t have to be you, it can be, but it can also be any competent teammate who follows procedure.

Don’t Forget Your Experienced People  

Sometimes I would take an experienced teammate with me on an appointment, and then sit back and watch. I always found at least one action I could compliment, and one area we could improve. Do the same thing with your team, sit back and watch what they do; I’ll guarantee you’ll find something to compliment and an opportunity for improvement.

Train the Next Person Up

I’d take assistant managers and leadership development trainees with me. During our time together I’d ask their advice and opinions about our team. I’d involve them in the planning process and mentor them on leadership best practices. You can do the same, whether it’s lunch, on the way to a seminar, or planned one-on-one time.

Make Your Job Easier

Besides, never riding alone on sales calls I’d bring teammates with me on projects. At one time I supervised the installation department at the remodeling company. I had people shadow me when we implemented a new vendor check-in system, sit with me during employee interviews, and assist me on installation inspections. Eventually, I turned all of those activities over to others. I’d trained them how to do it. I didn’t ride alone.

Training Your Replacement

If you want to progress you have to have someone who can fill your shoes. The next time you think about managing a project alone stop and ask yourself is this a training opportunity and if so who should ride with me?

How Can I help You?

I’d love to meet you and your team virtually or in person. 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 Mira Kireeva on Unsplash

 

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