Randy Clark's Blog, page 48

Your Best Employee Retention Plan

If you’re reading this, you already know employee retention may be the most important and challenging key to the success and survival of your business. If you’re in a leadership or human resources position, it might be the most critical piece to your growth and career. A lot rides on employee retention.

And it’s not Getting any Easier

Unemployment is at a modern high due to COVID-19. However, that will change and you must be ready when it does. The average tenure of younger employees has dropped below five years. People don’t expect to stay in one career let alone with one organization. If employee retention is part of your job description, you have your work cut out for you. With that said, employee retention can be improved. You can beat the stats, but it will take a commitment and a lot of hard work. It’s not a complicated plan, but it will bring sweat to your brow.

Don’t use Money as an Excuse for Turnover

Money is a reason someone doesn’t accept a position. When money and benefits are fully disclosed in the hiring process and the new hire hasn’t taken a substantial cut in pay from their previous position (if they accept a low paying position they may still be in the job market). If that is the case, money isn’t the most likely reason for leaving. If you use money as your excuse, you won’t find the real cause, and you will not improve. So, no excuses.

Tell it like it is

If you want to retain people hire them right. Look at the interview process as an information gathering and sharing device. And most of all share the pitfalls of the position. There’s no such thing as a perfect job. Mine comes close, but it’s not perfect. Inform candidates about the difficulties and challenges of the job. When you do you will accomplish three things:

Eliminate candidates that don’t fit the position
Prepare new hires for the challenge
Show candidates corporate honesty and transparency which they don’t often experience. It’s attractive.

Seek Input

New employees make up their mind to leave your organization sooner than you think—some make the decision on their first day. The best way to find out where a trainee stands is to ask them. At the end of the first day sit down one on one and ask about their day. Ask what wasn’t as they expected, what questions they have, and where they need help. Take a minute and ask for their input and opinions. Don’t wait 90 days for a follow-up, 90 days is too late. Check in with new team members at least once a week; once a day is better. Conduct a survey at 30 days and ask:

What additional or follow-up training would help you do your job?
What tools or equipment do you need?
How could I be a better leader to fit your needs?
What should I ask you that I haven’t asked?

Repeat, Repeat, Repeat

It’s a shame to lose a potentially valuable employee through lack of understanding. Whether, it’s training, policy, or processes most people need to hear it more than once.

“The “forgetting curve”, proposed by German psychologist Herman Ebbinghaus in 1885, is an actual mathematical representation of the exponential rate at which we lose a memory “If no attempt is made to retain it roughly 70% of a memory is lost within the first 24 hours.” The Learning Industry

The way to overcome this is to repeat and review. By reviewing material the following day you can reverse this to more than 70% retention with most trainees. Years ago I heard the average person needs to hear something six times before they memorize it. I believe it. I know I’m not a one meeting person, nor are most.

Hopefully, your organization conducts a first-day orientation. If you do, I’m certain you distribute handbooks. But how many people take their handbook home and read it? Exactly. How many trainees remember company policies 30 days after the initial orientation? Hold a follow-up orientation at 30 days.

Give Recognition

Study after study confirms the lack of recognition is one of the primary reasons employees leave. Unfortunately, managers too often downplay the importance of recognizing their people. If you believe recognition is overrated, that people should act like adults and just do their job, how’s that working for you? People don’t quit companies they quit bosses, and the number one reason they quit bosses is the lack of recognition.

Recognize positive behaviors
Acknowledge when procedures are followed
Reinforce successful activities with recognition
Listen, involve, and seek input
Recognize character

I Didn’t Say it would be Easy

It won’t be easy. It will take a lot of hard work. But the good news is it’s not complicated. Hire the best candidate, be transparent, seek input, recognize positive activities, follow up, and then follow up some more and you will improve employee retention. It won’t happen overnight, but if you stay the course, it will happen.

What have you learned about reducing employee turnover that you can share?

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 Free To Use Sounds on Unsplash

The post Your Best Employee Retention Plan appeared first on Randy Clark Leadership Training.

How to ask Questions for Understanding

How to ask questions for understanding  not confirmation is important. I’ve attended meetings, seminars, and lectures — observed interviews, corrective actions, and employee evaluations — watched video interviews, webinars, and listened to podcasts — and time and time again, I’ve heard poorly constructed questions with little thought put into them. Too often, questions are asked as if how the question is framed matters little. How a question is asked matters. How do you ask questions? 

For example, I’ve observed employment interviews in which I had no idea what the candidate thought because the interviewer asked mostly leading questions. I knew what the interviewer thought, but not the candidate.

Leading questions use, “don’t you?” “wouldn’t you?” “do you?” etc.

Q: “I see you build widgets. You like building widgets then, don’t you?”

A: “Yes”

Q: “You worked at ABC Widgets — it’s a good place to work, isn’t it?”

A: “Yes”

Q: “You worked there for two years; you’re not afraid of hard work, are you?”

A: “No”

Q: “You like my hair; don’t you?”

A: “I guess”.

In the examples above, the questions all lead the candidate to an answer the interviewer wants, not what the candidate thinks. How would you re-form these questions to learn what the candidate thinks?

Tell what it’s like building widgets.  
What’s it like working at ABC?
Can you give me an example of what you considered hard work at ABC?
What do you think of my hair?  

Have you ever observed an interview in which the interviewee gave short, unresponsive answers? It’s pretty dull, isn’t it? Were the questions OR the answers boring?

“Asking a question that assumes a particular answer is easy to do when you already think you’re right and just want people to say you’re right.” — INC.com — How Smart People Ask Great Questions (and Get Better Answers)

Closed-ended questions ask for a “yes” or “no” answer, not a response.

Q: “I heard you and your co-star were romantically involved; is this true?”

A: “No”

Q: “Did you know there were rumors?”

A:” Yes”

Q: “Have you read the articles?”

A: “No”

Q: “So you deny the accusations?”

A: “Yes”

Open-ended questions include what, why, and how.

Open-ended questions solicit a response. If you want to allow someone to share their thoughts — ask open-ended questions.

What happened between you and your co-star?
Why all the rumors?
What do you think about the articles?
What would you say to your accusers?

Most questions can be re-formed into an open-ended question by adding:

What do you think?
How do you feel?
What are your opinions, beliefs, etc.?

How to ask Questions for Understanding

Are you asking questions for understanding or confirmation? If you want to know what someone is thinking, ask a question that solicits a full response. What type of question should you ask? Next time, before you ask a question, ask yourself — why am I asking this question? What do I want to learn, know, or understand? How should I ask the question?

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 Felicia Buitenwerf on Unsplash

The post How to ask Questions for Understanding appeared first on Randy Clark Leadership Training.

How to be a Terrible Boss

So, how to be a terrible boss? What makes me qualified to write about this? Because I was a terrible boss. I was chatting with a friend recently and asked him who he thought made the best counselors. He asked me what I meant, and I said, “You know, like who would make the best drug counselor?” He said, “A reformed addict.” I asked why and he said, “Because they know what to do and what not to do.” In management, I know what not to do.

How to be a Terrible Boss
1. Be a “Do as I say not as I do” boss

Those procedures and policies weren’t created for you, they were meant to keep employees in check. You’ve earned the right to do it your way regardless of what the manual says.

2. Manage through fear and intimidation

None of that touchy-feely stuff here. If you hired people to do a job they better damn well do it or face your wrath, and when they’ve had enough you can just hire more; over and over again.

3. Try to be the “nice” boss 

Don’t critique people too much, it just leads to conflict. Take it easy on the team. When they don’t meet quotas, or you have to fire them for breaking policy it’s not your fault; you were nice.

4. Believe the end justifies the means

Do whatever you have to do to get it done. Push employees, take short cuts, over promise the customer. So what if the team is demoralized and you’ve lost customers, at least the job got done—sort of.

5. You need to know more than any member of your team

That way you can stay on top of everything. No one can pull the wool over your eyes. Of course, it might be a little difficult with the engineer, attorney, or designer

7. You don’t need to stay up to date

There’s no need for you to keep up with what’s new in your industry, what your competition is up to, or how the market has changed. You’re a born leader. It’s in your DNA. There are some things that just can’t be taught. Do you think leadership comes in a book? Do ya?

8. You spread poison

It’s okay to be toxic because you’re the boss. It’s good management to pit people against one another, complain about other departments, and show a little passive aggressiveness. It keeps employees on their toes. Have you become a toxic boss?

9. You lie to your team

The truth is you have to lie. Your team doesn’t need to know everything. It would demoralize them.

10. You don’t listen

Why would you listen to underlings? They need to listen to you!

11. You believe recognition is overacted

Your boss doesn’t pamper you with recognition so why should you recognize employees? People should be adults and just do their jobs without all this touchy feely stuff.

Don’t be a Bad Boss be BAD A Boss!

I’ve BTDT (been there done that) with all the above. If you don’t believe me ask some of my staff from 1988. It was a dark time, but I learned. I learned fear and intimidation get results for a short time, but create a toxic environment. I learned being the nice guy and not holding direct reports answerable for their actions wasn’t nice—helping someone improve through education and accountability was being nice. And it only took 30 years to learn this. Do yourself a favor. You don’t have to be a slow learner like me. Learn from my mistakes. Don’t be a terrible 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. 

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 Icons8 Team on Unsplash

The post How to be a Terrible Boss appeared first on Randy Clark Leadership Training.

How I Stopped Putting Off What I Wanted to Do

So, how I stopped putting off what I wanted to do was more difficult than I thought it would be. You see, I’m good at doing what I need to do. For example, I publish six blogs a week on four sites, for three organizations, and this one. I’m six weeks or more ahead on all. I have a system, and I stick to it. I wrote a book about it, How to Stay Ahead of Your Business Blog Forever.

But that’s not my point. There have been things I’ve wanted to do but never found the time – until now.

Right from the start, I want to share that I have more time now than I once did. I know many of you are working 50-60 hours a week, raising a family, homeschooling, maintaining a home, and more. I understand. Been there done that.

So, my plan is easier for me now than it would have been a few years ago. But I’d like to ask you to keep an open mind. Regardless of how busy you are, it still might be possible to commit to working on what you want to do – you may have to start slow. My 90 might be your 30.

Where could you find 30 to 90 minutes a day? Turn off the evening news, listen to educational podcasts on your commute, take a book to the tub, or?

So, do you want to know how I stopped putting off what I wanted to do?

My New Plan

I had a virtual chat with my dear friend Kit, when I casually told him about my plan to get things done. He listened, asked questions, took notes, and then said, “You need to write about this.” Thank you, Kit.

I began my new system two months ago. And yes, the pandemic helped me focus. Have you heard of Ben Franklin’s five-hour rule? Ben would spend one hour a day, five days a week, on self-improvement. Reading, studying, reflecting, and experimenting.

Plan 90

I committed to three things I wanted to do. I call my plan 90. It’s 30 minutes a day on each of the three, six days a week. It’s how I stopped putting off what I wanted to do. It’s working for me. It might work for you.

Writing Fiction

I’ve been writing poems, songs, and stories all my life. I got it from my father and my love of reading. I had a brief spurt of fiction writing in 2008 and 2009, and then I stopped. It had been 11 years since I wrote one piece of fiction. I committed to 30 minutes a day writing, researching, and editing my fiction. I created a blog site R Lyle Clark

I’ve published seven short stories, mostly flash Sci-Fi, and have six new stories in drafts ready to publish. I further committed to publishing one new piece of fiction per week. The average short story compilation is 40,000 words. I have 14,178 words now. At my current pace, I’ll hit 40,000 words in 22 weeks. I’ve been putting off fiction for 11 years. With my 90 plan, I’ll publish a book of short stories in six-months.

Playing Keyboards

I’ve never taken formal training for keyboards even though I played small parts in a rock and roll band 40 years ago – it was all by ear. Two years ago, I bought a used Korg M-50 music workstation, a programable keyboard. At first, I practiced quite a bit. I pushed myself by booking a few solo gigs, deadlines, you know. So, I had to learn some songs and play them well enough to sing along. But then, I got away from it. One day I realized I hadn’t put my hands on the keys for more than two months. Playing keyboards is my second 30. I am getting better every day.

Exercise

I’d guess many of you can relate to this. I was doing pretty good until COVID. My wife signed us up for the YMCA, and we went four-five times a week. However, when we self-quarantined, I got away from exercising. So, I made exercise my last 30 of 90. I ride my bike, walk the neighborhood, hike Eagle Creek, or do stretches and yoga. And I do it at least 30 minutes 6 days a week.

That’s How I Stopped Putting Off What I Wanted to Do and so Can You

What’s your 90? Are your ready to stop putting off what you want to do? So, what have you been putting off that you want to do? What’s your 15, 30, 60, or 90? You got this.

If you enjoyed this post you might also like, How To Limit Procrastination.

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 Kyle Glenn on Unsplash

 

 

The post How I Stopped Putting Off What I Wanted to Do  appeared first on Randy Clark Leadership Training.

Passing the Buck – My Cat Hid the Remote

The other day, I couldn’t find the remote. I asked my wife if she’d seen it and she replied, “Joe has it.” Joe, our eight year old cat? Joe has the remote? OK, at least it wasn’t my problem — I didn’t misplace it. Joe had it. I wasn’t passing the buck. 

Has Your Cat Hidden the Remote?

Seems pretty silly, doesn’t it? But you don’t know Joe the cat. Let’s face it — we all occasionally blame the cat, don’t we? Whether at home or the office, we look for someone else to attach blame. You may be thinking, “not me,” but it can be very subtle. Once during a planning meeting, an idea I’d previously presented was brought up. The project would take cooperation from several departments. I had attempted the project, but lost control as it became bogged down between departments.  I immediately started pointing fingers. I asked why others didn’t follow through. I stopped when I realized this would accomplish little. The question I should’ve asked was how could I have made it work?

If You Can’t Blame the Cat, Who Can You Blame?

It’s easy to get caught up in the blame game because it often doesn’t look that way. If it’s justified, it’s not blame, is it? Maybe, but it seldom helps the cause. If you want improvement, a surefire place to start is with what you control. Don’t settle for blaming the cat. Analyze your involvement, look for what you can improve, and find a way to make it work. Passing the buck seldom helps.

Are You Passing the Buck?

Do you ever get caught up in the blame game? If so, how do you overcome this tendency?

Please excuse me now, I’m teaching Joe the finer points of remote usage. He hasn’t got the mute button down, but he knows how to find Animal Planet.

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 Piotr Cichosz on Unsplash

The post Passing the Buck – My Cat Hid the Remote appeared first on Randy Clark Leadership Training.

Omitting this Training Could Ruin Your Business

Six years ago, shortly before Christmas I visited my oldest daughter (Dr. Daughter if you please—proud dad) and her family in Melbourne, FL. The last night of my visit my then 17-year-old granddaughter was at work. It’s her first job. She’s a server at a sit down fast food restaurant. Her mother and I decided to visit the restaurant and sit in her section. It was fun to watch her interact with customers—I may be a little prejudiced, but she did a darn good job and earned the tips to prove it.

Then it got busy; to make a long story short it took 40 minutes to deliver the chili I had ordered. The onion rings had arrived 20 minutes earlier. Several guests seated after us had their food before us. It seems no one in the kitchen was in charge of dispensing chili. Suddenly yelling and cursing erupted from the kitchen. My granddaughter had informed the cook it had been 40 minutes and asked when she could have the chili. My granddaughter was being cussed out by the cook.

The Apology

The manager diffused the situation and came over to talk with us. Did I mention, that when we arrived, my daughter signed a document outlining the businesses zero tolerance for a hostile work environment in regards to underage employees? The manager apologized.

The Good Manager

I had observed the manager help bus tables, carry food, and run the counter. He was an involved player-coach. He had worked nationally for this chain and had come here from a corporate training position. And … he was ready to go back. I asked about the training and learned it was all about procedure. There was little or no leadership or people skill training.

The…Not so Good Manager

The general manager was in the restaurant, but we hadn’t seen him until the ruckus. After the incident, he came over to talk with us. He seemed more concerned about avoiding a lawsuit than offering a sincere apology or finding a remedy. After apologizing to my daughter he pointed at the cook in plain view of her co-workers and customers then loudly said, “We will have a talk about this, you can rest assured.” The lack of leadership training showed. I felt sorry for the young cook.

Leadership Training Can Make or Break a Business

One of the most essential assets any business has is its people. A staff can make or break an operation. Even great procedures will fail when managed by a sub-par team. Conversely, an outstanding team can make inadequate systems work. Exceptional employees, great teams, and visionary leaders are developed; they must be trained. And they should be trained on more than how to put pickles on a hamburger. They need people development and leadership training. Whether it’s outsourced or taught in-house, leadership should be as much a part of management training as systems, policies, and procedures.

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 may also like, This Personnel Mistake Could Destroy Your Business 

Photo by Denise Jones on Unsplash

The post Omitting this Training Could Ruin Your Business appeared first on Randy Clark Leadership Training.

My Dad, Water Jugs, and Customer Service

Every Sunday, I take dad to the grocery store. On the way, we stop by a big-box hardware store to pick up two 5-gallon jugs of water. The emptied returned jugs are supposed to be processed through a shoot, into a bin, followed by a return receipt. This is only in theory. Dad and I have done this for over a year, and have never received a receipt. Dad usually waits patiently in the car for my return with the water and the day’s customer service water story. It is almost always a challenge, but today …was …special. I got in line with an empty cart. The water, which weighs 40 lb., was by the door on the way out. I waited patiently for my turn. When it was my turn, I politely said…

The Return Policy
Me: “I returned two empties, and I’d like two 5-gallon waters, please.”

First Cashier: “There’s nothing in your cart.”

Me: “Yes, I know; I returned two empties, and I’d like two 5-gallon waters, please.”

First Cashier: “They’re over there.” (She points)

Me: “Thank you, I know, I’d like two of them, please.” The cashier didn’t say anything. She simply pointed.

Me: “Can you ring me up, and I’ll pick them up on my way out, please?”

First Cashier: “No, I have to scan them.”

So you know, in over a year of my coming to this business, no one at the big-box has ever scanned the water. They have charged me the wrong price, not credited my returns, called management to ask for help — but they have never asked to scan the 40 lb., 5-gallon water jugs, because they have one of those little scanner card thingies, like when you buy water-softener salt…

Me: “I think you have one of those little scanner card thingies you can scan for the water.”

First Cashier: “No… no I don’t, no little scanner card thingy here. You have to bring the water here so I can scan it.”

Me: “Okay.”
Lug the Jugs 

So, I go lug the jugs — it’s only 15-20 feet, not worth arguing. The cashier did not wait the 18 seconds it took me to get the water and bring it back. She had taken the next customer. Several more customers were waiting in line. They looked at me like I was an interloper, a line cutter. The only other open line was shorter. I went to the other line; it only had three customers in front of me. When it was my turn, I politely repeated…

Me: “I returned two empties I’d like credited towards these two 5-gallon waters, please.”

Second Cashier: “You want to return these? I can’t take water back!”

Me: “No… I do not want to return these. I returned two empties and I’d like to buy these two (I point) 5-gallon waters, please.”

Second Cashier: “Okay, you know you don’t have to get the jugs and bring them here, because we can scan them from this little scanner card thingy?”

Me: “Thank you, I’ll try to remember.”
What is the future of Customer Service?

I do have a point — besides the one atop my head — and it’s a question. Is it me, or has customer service become an afterthought? Is my view skewed because I am, well, old, and fondly remember being greeted, waited on with a smile, and treated as if there was nothing more important than my patronage? Don’t get me wrong — I’m not “that” grumpy, old hermit, who believes there are no friendly people remaining on this planet and customer service is a thing of the past. That’s my dad’s job. However, poor service happens enough to make me wonder: in this economy, aren’t there niches available for service, or do we accept the gum-chomping, speed-texting, teenage cashier, who ignores us when we ask, “what aisle is the cat food on?”

*That grumpy old hermit, my father, passed away January, 2020. I think of him and miss him everyday, especially on Sunday.   

The post My Dad, Water Jugs, and Customer Service appeared first on Randy Clark Leadership Training.

When to Coach and When to Manage

One of my mantras is that you manage projects and lead people.  I guess if we’re talking about managing versus coaching it would read you manage the game but coach players. Are you doing both in your workplace? Do you know when to coach and when to manage?

“One has to do with directing, the other has to do with teaching. Managing is all about telling, directing, authority, immediate needs, and a specific outcome. Coaching involves exploring, facilitating, partnership, long-term improvement, and many possible outcomes.” — Forbes — Know When to Manage and When to Coach

When to Manage the Game 

Years ago as VP of Operations at a home remodeling company I took over installation after the VP of installation suffered a severe stroke. Every Thursday afternoon a large shipment of custom manufactured windows arrived at the warehouse. My first exposure to this delivery was chaotic. All I could do was sit back and watch the mayhem. It was out of control. It was unmanaged. Windows were misplaced, lost, and sent on the wrong job. Counts were incomplete, and the bill of lading was signed without being checked. The process needed a system, and it needed managed. The next week I put a system in, handed out assignments, and directed the action. Eventually it became a smooth process that I could walk away from, but in the beginning, it needed managed. It needed a game plan.

When to Coach Your Players

At the same time, I found the department short on potential managers. We were one manager short and no one was ready to take on more responsibility. It was time to be a coach. I looked for teammates that were already acting as leaders. Those who jumped in where help was needed, shared positive attitudes, and handed out recognition to others. I found two and took them under my wing. I began a management development program, which was more about leadership than it was about management. Eventually, both took over divisions as managers and today one is the VP of Installation over several divisions.

When to Coach and When to Manage

Good leaders wear both hats. Just as the window delivery called for management there are times that a team needs direction. There are times people need a roadmap, and managers need to be prepared to use their authority to affect a positive outcome.

Leaders must also know when to coach, when to mentor, train, facilitate as well as when to delegate and let teammates run with it.

The best leaders manage and coach. It’s not exclusive; coaching and managing are inclusive. Do you coach, manage, or do both?

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 Dylan Gillis on Unsplash

The post When to Coach and When to Manage appeared first on Randy Clark Leadership Training.

Top Ten Reasons Not to Cook Fish at the Office

So, yes, I have a top ten reasons not to cook fish at the office from experience. A few years ago, I made the mistake of warming fish in the office microwave for lunch. It was previously cooked. However, I warmed it in the office microwave, which sent my co-workers running out of the building (the front door is still propped open). In retrospect, I should’ve eaten it cold. After the fish incident, I was not a popular teammate. So, I wrote a top ten apology list and emailed it to everyone. Enough people made comments like, “What were you thinking?” for me to reconsider microwaving fish at work. I guess it smelled like the place where old seals go to die. We have a new company policy, no cooking fish at the office.

My Top Ten Responses About Cooking Fish in the Office

No, it was not White River Carp—It was Grouper.
Yes, I really did eat something that smelled SO BAD.
No, I did not leave pieces of fish all over the building.
Yes, I will use the microwave upstairs next time and upset all the people upstairs.
No, it was not sushi—you don’t cook sushi—duh. Okay, sometimes it’s cooked.
No, there is nothing in the company handbook about microwaving fish at work … yet.
Yes, my wife lets me cook fish at home. Actually, I cooked it last night and warmed it for 45 seconds today. Obviously, 45 seconds too long.
Yes, I will probably leave the building for lunch for the next few years.
No, I will not pay for air freshener.
No, the smell does not spread disease.

What is your Fish in the Microwave Moment?

That’s my top ten reasons not to cook fish at the office. So, what is your fish in the office microwave moment? What have you done at work that made you a less than popular co-worker? I’d love to hear your stories.

How Can I Help You?

I like to have fun here, but I’m also passionate about leadership development.  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.

 

The post Top Ten Reasons Not to Cook Fish at the Office appeared first on Randy Clark Leadership Training.

The Platinum Rule

Several friends and I were having dinner when one of the group, asked for advice on motivating employees. One of the friends said, “Well, for starters, follow the golden rule, you know, treat others how you want to be treated.” Another friend and I immediately shouted no. We explained that people don’t always want treated how you want treated. They want to be treated how they want to be treated. That’s much more difficult. That’s the platinum rule.

More than 30 years ago, I realized that the people I managed weren’t me. They didn’t all think or communicate like me. They weren’t always motivated by what motivated me.

It took me longer than I want to admit for me to see the light. It should have been easy for me to see. My early career was in sales. I worked with people who were highly money motivated. However, I wasn’t. I wanted to win, receive recognition, and be an integral part of a team. Managers seldom understood this. Most of the people who managed me were money motivated, so they expected me to be as well. It puzzled and confused them when a financial incentive didn’t inspire me.

I remember conducting a sales meeting where I recognized a few top performers for their contributions to the team’s success. After the meeting, one of the teammates I had recognized asked if we could speak. We went to my office. He thanked me for the recognition and then asked to please never do that in a meeting again. It embarrassed him. He didn’t like the attention. He suggested a private chat or a thank you card would be more to his liking. I thanked him for his candor and told him, of course. He wasn’t me.

Steps to the Platinum Rule
Clear your head 

You’ve heard the golden rule most of your life. There’s some version of it in nearly every religion. We’ve been brain-washed to believe what works for us works for everyone. It doesn’t.

“We all grow up learning about the simplicity and power of the Golden Rule: Do unto others as you would want done to you. It’s a splendid concept except for one thing: Everyone is different, and the truth is that in many cases what you’d want done to you is different from what your partner, employee, customer, investor, wife, or child would want done to him or her.” – Dave Kerpen author of How the Platinum Rule Trumps the Golden Rule Every Time

Appreciate that not everyone is you

I know I said this already, but it needs repeating because believing others are the same as you sneaks up on you. For example, you’re frustrated when someone doesn’t answer an email, and then you learn they only check their email twice a day. Or you don’t understand how someone doesn’t know how long an activity will take until you realize they don’t have your sense of time. Or you learn by doing and expect everyone to learn the same. Keep the Platinum rule in focus.

Seek understanding

It’s easy to assume everyone wants what you want—nothing to it. However, to follow the Platinum Rule takes work. You must learn what other’s want. So, how do you do that? You ask. You ask individuals, check with teams, conduct surveys, and then you do it again.

Know that motivators evolve

So, you sat down with a direct report and had a great conversation about what motivates them, what they want—their Platinum rule. But here’s the catch, it changes. For example, a single employee who marries most likely will develop new needs and wants, and then if they have children, it probably change again. If you’re going to motivate your direct reports, you must keep learning what motivates them.

The Golden Rule is tarnished 

The Golden Rule is tarnished. It’s fool’s gold. It not only doesn’t work; it causes disruption, animosity, and resentment. It’s time to move past a philosophy that has crippled our society for more than 2000 years. It’s time for the Platinum era. Are you ready?

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 Siora Photography on Unsplash

 

The post The Platinum Rule appeared first on Randy Clark Leadership Training.