Randy Clark's Blog, page 52

Meet Your New Staff Writer Al Gorithm

Robot writers, allegorical algorithms, and automated content generators sound like subtitles in a science fiction movie, but they’re not. Because they’re real, and they’re here. So, be ready to meet your new staff writer … AI. As far back as six years ago in the last six months of 2014, AP released more than 3,000 articles using Automated Insights Wordsmith program. Since October of 2014 these computer generated posts have been completely automated. They’ve been written, edited, and posted by robots — untouched by human hands or minds. You’ve most likely read automated writing but were unaware of it. Early automated writing was little more than a random word generator. Today’s systems are sophisticated algorithms that deliver highly digestible content and do it fast.

Which was Written by a Bot and which by a Human Staff Writer?

The two excerpts below were published in the LA Times. One was automated. It scooped every other publication on this event. The other was a follow-up piece written by humans. Can you tell the difference?

One

A shallow magnitude 4.7 earthquake was reported Monday morning five miles from Westwood, California, according to the U.S. Geological Survey. The temblor occurred at 6:25 a.m. Pacific time at a depth of 5.0 miles.

According to the USGS, the epicenter was six miles from Beverly Hills, California, seven miles from Universal City, California, seven miles from Santa Monica, California and 348 miles from Sacramento, California. In the past ten days, there have been no earthquakes magnitude 3.0 and greater centered nearby. – BBC

Two

Seismologists say Monday’s magnitude 4.4 temblor near Westwood could mark the beginning of the end for L.A.’s years-long “earthquake drought.”

Typically, they would expect a 4.4-sized earthquake about once a year in the Los Angeles Basin, but that hasn’t happened for years. We don’t know if this is the end of the earthquake drought we’ve had over the last few years, and we won’t know for many months,” said Caltech seismologist Egill Hauksson. – LA Times

Was it One or Two?

So, if you identified the first post as automated, you are correct. Ari Bloomekatz, Rong-Gong Lin II, and Matt Stevens, three living breathing people, wrote the second piece. Their article uses quotes to project a human voice. The robot didn’t, but that shouldn’t diminish the automated content; the computer generated post beat everyone online and allowed the human writers to concentrate on creative writing.

Books, Books, and more Books  

Would you believe one man is responsible for more than 700,000 titles? That’s what Phillip M. Parker has accomplished over the last ten years, except he hasn’t written one word. Professor Parker created and patented software that amalgamates information on specific topics. It can create a book in twenty minutes. Amazon lists more than 100,000 of his books under the name of his company Group International.

Will a Robot End up in the Cubicle Next to You?

So, maybe? Probably. Yes. And that won’t be all bad. Because, unlike the doom and gloom predictions of apocalyptic science fiction, robots can be a good thing. Robotic automation has streamlined industry, taken mundane, repetitive tasks out of the hands of humans, and made life better. Robots can do the same for writing. Writing software can be used to generate reports, technical journals, and manuals freeing humans to do what they do best, think past the obvious, to uncover the beauty in a story, to make it — human. What are your thoughts? Do you write? Are you ready to share your office with a bot?

Did I Strike a Nerve?

If this post struck a nerve, you might want to check out my book, How to Stay Ahead of Your Business Blog Forever. Because the book is full of action plans for you to create a blogging/writing system that works for you. Or you could hire a new staff writer.

If you enjoyed this post you may also like, How to Defeat Writer’s Block.

Photo by Alex Knight on Unsplash

The post Meet Your New Staff Writer Al Gorithm appeared first on Randy Clark Leadership Training.

If You Don’t Set Expectations What Can You Expect?

I couldn’t sleep last night. At 3 AM, I watched several episodes of Undercover Boss. It’s a TV reality series where top level executives disguise their appearance and infiltrate their organization. In one episode, an undercover C-level staffer broke anonymity and fired a restaurant shift manager who expressed hatred of customers. In another the president and CEO, of a chain was upset when a 19-year-old line manager who had been with the organization for three months was inconsiderate to his team members. What hit me wasn’t how “bad” these employees were. But what level of expectations and training they’d received. Later The 19-year-old shift manager was sent to the home office for three weeks of leadership training. Maybe they should’ve started his management career there. If you don’t set expectations what can you expect?

How to set expectations

Explain what you want – Be clear, concise, and direct. Don’t rely on verbal communication alone put it in writing and followup.
Check understanding – Ask the team, or person, if they have questions or concerns, and then check their understanding by having them repeat the expectations back to you.
Explain how, but only as needed – A clear explanation of how activities are to be completed should be shared when a team member is new, compliance must be adhered to, or company policy dictates. If not, leave it to the team — don’t micro-manage.
Offer to help – Inform the team you’re there, and your door is open. If it’s not, why are you in a leadership position?
Set objective criteria – Let them know how success will be measured and steer clear of subjective definitions.
Don’t wait until it’s too late – Periodically check progress and understanding.

Have You Set Expectations with Your Staff? Do They Have the Tools to Meet them?

Do your direct reports have the tools, training, and guidance to be successful or have they been set-up for failure? If the new 19-year-old shift manager, mentioned earlier, had any management or leadership training, it was ineffective and hadn’t been followed up. After only a short time on the job, the line manager’s destructive behavior adversely affected the staff and customers. Why hadn’t this already been addressed? Because organizations of all types and sizes continue to use outdated, old school, peter principled, management advancement strategies; followed by a lack of management training, goal setting, and expectation sharing. If you want people to meet your expectations you have to share them, and provide the tools necessary to achieve them. Because if you don’t set expectations what can you expect?

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 NESA by Makers on Unsplash

The post If You Don’t Set Expectations What Can You Expect? appeared first on Randy Clark Leadership Training.

Why Recognition is Nice but Specific Recognition is a Game Changer

I’ve shared a few blog posts on the importance recognizing your employees. I’ve talked about the positive affect recognition has on your team. In another post, I listed how and when to recognize employees, The Top Ten Times to Recognize Employees. You’d think I’d run out of things to say about recognition, wouldn’t you? I thought so too, but then I saw the light. There’s another critical aspect to giving recognition that’s so important that recognition may seem hollow and phony without it. Unfortunately, it’s a critical part of recognition that is almost never discussed. Would you like to know what it is? Okay then. Let’s get specific about recognition – specific recognition.

Get Specific with Recognition

And that’s your answer – get specific with recognition. There’s nothing wrong with sharing platitudes such as, “Good job” “Nice work” or “I appreciate what you do!” But without being specific, they can sound a little bit like a politician asking if she can hold your baby while shaking your hand. So, here’s what I mean by specific recognition.

Not long ago I complimented an administration team member who had recently taken over marketing including social media for her firm. They weren’t happy with the agency they hired and needed someone to fill the shoes. She volunteered. Almost immediately, the company needed some collateral print materials designed for a special event. She did a good job with it, and I told her so. Not just, “Hey good job” but I told her what I liked about the marketing piece. I gave her specific recognition.

Next, I complimented her on what she’d been posting on the company Facebook page. I specifically told her what I liked about what she was sharing and gave her a couple of ideas. After I complimented her, I told the owner of the company the good job she was doing. Later she told me he had come to her office to share with her that she was getting high marks on social media.

When You Give Someone Specific Recognition:

They know you’re involved with what they’re doing, that you pay attention, and care
They’re more likely to repeat the behavior that brought the specific recognition
They become more of a committed teammate, and some will even jump through hoops for you

Recognize Specific Behaviors and Activities

When you recognize specific behaviors and activities, you don’t sound like someone trying to put smiley faces on the world. You sound like someone who knows what they’re talking about, and who cares about their teammates. The next time you recognize a direct report make it specific. So, have I been specific enough about specific recognition?

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 Husna Miskandar on Unsplash

 

The post Why Recognition is Nice but Specific Recognition is a Game Changer appeared first on Randy Clark Leadership Training.

The High Cost of Poor Recruiting

How much is the cost of poor recruiting? Incompetent recruiting adversely affects an organization on many levels, only one of which is turnover. While poor recruiting isn’t the only cause of employee turnover, it may be the single largest contributor. The absence of a hiring system, not providing training to those who do the hiring, or not allotting the time needed to properly vet candidates can become an expensive oversight.

How Expensive is Employee Turnover?

According to a CBS News Report, “Turnover costs include productivity losses during training, recruiting and lost work while a position is vacant. For all jobs earning less than $50,000 per year, or more than 40 percent of U.S. jobs, the average cost of replacing an employee amounts to fully 20 percent of the person’s annual salary.” However, the consequence don’t stop there.

What Do Poor Hiring Practices Affect?

So, without the discipline and effort to find and hire the best candidates an organization becomes populated with “B and C” players — teammates that don’t fit the needs of the company or can’t properly complete assigned tasks. The  ramifications ripple outward.

Spending more time training and supervising poor hires, which takes management away from other tasks
Poor hires affect the overall team performance lowering productivity
Too many mistakes, which lowers the quality of products and services possibly damaging relationships with customers
Team morale is directly affected — especially if the poor hire is at the same pay scale as competent hard working employees
Overworking the staff to compensate for poor hires and eventually “picking up the slack” when a poor hire becomes a turnover leading to lowered productivity, mistakes, and morale issues

How to Avoid Poor Hires   

To begin with, use a system. There are 21 pages about recruiting and hiring with checklists, outlines, and forms in The New Manager’s Workbook: A Crash Course in Effective Management. Other keys include:

Be transparent about the position. No job is perfect, share the pitfalls and the opportunities during the hiring process
Set realistic milestones from the very beginning; let the candidate know your expectations
Survey employees to learn why they work at the company and what makes them happy — look for the same interests and needs in potential hires
Complete exit interviews and apply what you learn to retain employees and vet employment candidates

 How to Attract the Best Candidates

Attracting the best candidates isn’t only about money. Surveys and studies about employee retention, happiness, and attraction never list money as the number one motivator. So what does attract “A” players?

A culture of recognition driven by appreciation for employee contributions
Work life balance, not expecting employees to live to work
A compelling vision — where is the organization headed, how does it help others, and what does this mean for the candidate?
Development, a company that invests in its employees by offering in-house and outside training. This attracts a higher quality recruit— winners want to continue learning
Corporate responsibility. Many top recruits want to work with organizations that give back to the community and they want be part of the process

The High Cost of Poor Recruiting 

Not only is the cost of lackadaisical recruiting astronomical when all the ramifications are considered. Because competent, consistent, top-notch recruiting may be the key to the survival of most businesses in the very near future. Some industries such as trucking, Need a Job? The Trucking Industry Needs Drivers, are already experiencing this talent pool crunch. Now is the time to buckle down and improve recruiting competency or face far worse. So, does your organization have a hiring system, tell me about it.  If you have any questions, Contact Me. 

Photo by Free To Use Sounds on Unsplash

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How to Plan an Effective Meeting

I’ve conducted thousands of meetings and every one of them began as an outline. By creating an outline, you’ll have a better idea of what you want to discuss, how long it will take, and who will be involved. Keep in mind, content is what matters — not pretty notes. Here’s how to plan an effective meeting. It starts with an outline.

Below is a simple meeting checklist. Use it or make your own — what’s important is to plan your meeting. Even the best extemporaneous speakers may ramble, lecture, and get off subject without a plan. How to plan an effective meeting isn’t one size fits all it depends on your preferences and needs.

How to Plan an Effective Meeting
Choose Subject Matter

For example, review training material, policies, procedures, and results. Recognize exemplary behavior and introduce new products, contests, goals, etc. Another idea is to share inspirational and motivational material.

Decide on a Meeting Style

Will it be educational, motivational, humorous, or a combination?

Implement the Style

It could be role-play, fill in the blank, or review. Other examples might include a game, a challenge, or a guest speaker.

Consider the Relevant Points

What should stand out? What should the attendees take away? Most topics should include activities to improve, continue, begin, or eliminate.

Share the Benefits

What will the meeting do for them? This is what motivates most of us. It could be money, recognition, advancement, job satisfaction, workload, or schedule.

Plan a Commitment

How to plan an effective meeting should include commitments. Ask the team members to commit to following the activities outlined in the meeting. Consider asking each individual what they got out of the meeting and how they will use this.

Ask yourself the following after the meeting to evaluate your performance.

What worked and why?
What didn’t work and why?
Where is improvement needed?
What was learned?
Where should focus be concentrated?
What was accomplished?
Ask a trusted team member for their input

Manage The Activities, Not The Results

When planning your meeting, keep in mind the results are history — you can’t change the past. Hopefully, though, you’ll learn from the past. To change the future, you have to change activities. You need to understand what needs improved, and recognize activities to repeat. Don’t allow luck to be credited for success. Seneca, a first century Roman philosopher said, “Luck is what happens when preparation meets opportunity.” When planning the meeting, consider the following:

Activities to repeat
Activities to begin
Actions to improve
Activities to eliminate
Activities to reintroduce

Don’t Lecture — Plan Engagement

A common meeting-conducting mistake is lecturing, as in, talking at the audience, not with them. Most of us are not sufficiently engaging and entertaining enough to hold the team’s undivided attention for 30 minutes of chatter. Have you been on the other side of one of these lectures? Were you bored? Did you drift off? Avoid lecturing by planning. Plan who to question and what questions to ask. Consider how to involve and engage the team. Learn to use questions instead of statements. Instead of lecturing about how a thing-a-ma-jiggy is made, ask someone how it’s made. Instead of reading through a manual, ask someone the points in the manual. Learn to use open-ended questions. What? Why? and How?

Choose Your Audience

An installation manager planned a weekly crew leader meeting around a reoccurring problem. The problem was caused when specific procedures were not followed. He had discussed this subject previously, and it was becoming difficult to keep this topic positive. I asked how many crew leaders didn’t follow the procedure, and he said, “two.” Don’t give a meeting to everyone that is only aimed at a few. This will be negative, boring — and for many — a waste the time. Conduct a separate meeting for the offenders. Don’t waste the time of those who do it right, work with those who need the help.

I Think I’ve Said This Before…

Don’t be afraid to repeat meetings. You should expect to repeat meetings. Most people don’t “get it” in one meeting. I only retain a small portion of any meeting. It’s good to repeat — it will improve your team. You don’t have to come up with something new every meeting!

The Secret – How To Improve Your Presenting Skills

I recently heard, “Most people practice something until they get it right. Professionals practice until they cannot get it wrong!” My point is to practice. To this day, I isolate myself and rehearse meetings, and I’ve conducted meetings for … well, a long time! Practice. When you mess up, don’t give up. You’re going to make mistakes. Practice and you will improve!

12 Steps to Planning a Meeting 

I hope this helps a few meeting facilitators. We have all experienced unproductive, time-consuming meetings. If you conduct meetings, don’t be a time/energy vampire. 

What’s Your Plan? 
1. Plan A Meeting

Know what you want to discuss. Use a meeting outline, scratch it on a legal pad, write it in Microsoft Word, etc. It doesn’t have to be pretty. The content is what matters.

2. Follow A Schedule

Have set times and always start on-time. I believe most meetings (not training — that’s another story) should last 20-30 minutes, after which, the most attentive team members will drift.

3. Give Recognition

Reinforce positive behaviors — most people want to repeat the recognized behavior. They want to hear the praise again. Don’t you? You, yes … you, the person reading this now — choosing to read this post shows you are trying to  be a better leader! Good for you! Recognition feels good, doesn’t it? Look for every opportunity to recognize positive behavior, activities, character, and results.

4. Do Not Reprimand

Never reprimand an individual in a group setting! Never, never, ever— never. This should be done in private.

5. Avoid Lecturing

Do not stand in front of the group and talk for 30 minutes. Do you know how boring this is? Your team will lose focus.

6. Involve Everyone

When planning the meeting, consider whom you will involve and how you will involve him or her. Before the meeting, discuss the topic with a few team members. If you like their input, let them know they will be called upon.

7. Be Flexible

Occasionally, you may need to adjust your meeting plan to share new information; the key here is that you have a meeting plan. If, however, you are changing your meeting frequently, you may be trying to manage results not activities. You can only change results through planned activities.

8. Maintain Control

Do not allow any individual to dominate the meeting. The best way to do this may be step #6. It’s okay to tell someone, who is off-subject, their point may be more appropriate for another time.

9. Involve As Many Senses As Possible

Show it, talk about it, and share it in writing. Consider the varied learning styles of your team.

10. Use Props

Outside materials, articles, videos, samples, flyers, graphs, charts, costumes, etc. (Yup, I’ve worn some silly stuff.)

11. Involve Others

Share a broader view by inviting members from other departments or organizations to participate. Share a larger picture.

12. Do Not Allow Interruptions

Emphasize the importance of being on-time. Do not allow tardy people to interrupt the meeting. It’s unfair to those teammates who were on time. If six people wait five minutes each, you have wasted ½ hour! Politely ask anyone late to begin his or her appointed tasks. Catching-up a tardy participant may be worse; you chance losing the rest of the participants, thus shortchanging your message.

Turn off phones — no texting, tweeting, or talking. All are rude during a presentation. It is impossible to give your full attention to the speaker, and yes I have done all the above.

Is it Time for a Plan? 

Would you like more information? Contact me if you’d like to chat. I’d be happy to share my thoughts such as:

How to plan an effective meeting
Creating a meeting outline
How to use different styles of meetings

Still more – I’ve found the Free Management Library a source of useful information and excellent content on how to plan an effective meeting and much more. It may take you on a journey from link to link, or maybe it’s my ADHD again.

What have you learned about conducting meetings? What do you dislike about attending meetings? Join in and share. What is your plan for planning a meeting? Do you know how to plan an effective meeting?

3 Easy Types of Meetings 

I believe the primary purpose of a group meeting is to prepare your team for the challenges of the day. Secondary purposes of developing camaraderie, encouraging team cohesion, reinforcing education, giving recognition, reviewing plans, and setting policies are also important. At the end of every meeting, you should ask yourself:

Who gained something from this meeting?
Is the team ready to take on the challenges of the day?
Have I prepared them for the day, or have I wasted valuable time?
What meeting skill can I improve?

As a young man, I sold Volkswagens. I loved the cars and the corporate philosophy. The dealership where I worked held “sales” meetings every morning. Unfortunately, the sales manager used the time to complain. He complained about where cars were parked, keys hung, brochures stacked, etc. Although these complaints had merit, they did not prepare the sales staff to enthusiastically greet customers. My point is to know your audience and what you want to accomplish before the meeting. Pick the best style to fit your purposes.

Let’s Review 3 Styles of Meetings

Educational Meetings
Humorous Meetings
Cheerleading (rah-rah) Meetings

An effective meeting could use any combination of these styles. Some presenters are good with all three, while others struggle. You don’t have to be good with all three styles! For example, you would excel at group meetings if you gave nothing but well-planned, well-executed, educational meetings.

Educational Meetings
Role-Play

Managers in production, installation, IT, sales, and marketing can use this plan, enacting role-play meetings. It is one of the most effective techniques, and it can be used repeatedly.

1. Choose one procedure to improve

2. Show your team how to execute the procedure correctly

3. Allow your team to execute the procedure

Allow your team the time to complete the procedure correctly, or plan to carry over the meeting. If an individual struggles, consider planned follow-up training for him or her. Role-play is not limited to verbal. Be creative; it can be hands-on, such as how to install, repair, create, and more. Point two does not have to be you, it can be any competent team member.

Quizzes

Keep quizzes simple and on one topic. Use what you like. True or false, multiple choice, essay, etc.

Fill In The Blanks

Use existing training information, but omit a few key words and phrases to be filled in as you lead the group in discussion.

Basic Training

Whatever you have as initial new hire training, repeat it, repeat it again, repeat it some more, and repeat it often. Did I say repeat it? I believe you will be surprised and rewarded by discovering what was not retained.

Follow-up Training

Consider this advanced training. Hopefully, you didn’t try to cover all contingencies in the initial basic training. You might survey the team to discover where they need help.

Humorous Meetings

Okay, this is not for everyone, but it may be easier than you think. The humor must be appropriate, never attacking or downgrading, and not innuendo. It should be on-subject. Having fun at work does not have to be unproductive. Humor often improves team spirit and enthusiasm.

Game Show

Take any current game show format and replace the questions with questions relevant to your meeting, industry, or organization.

Hold a Challenge or Contest

Contests can be one-on-one or team vs. team. They can be based on quality, production, overall performance, etc. The prize doesn’t have to be extravagant; pride may be the best prize of all! Something as simple as a #Winning ribbon may be more effective than you think.

Stage a Trial

Assign an attorney and a prosecutor. You’re the judge and the group is the jury. Try catching people doing things right, such as following procedure. “How do you plea?”

Theme Meetings

Theme it around holidays and seasons. Dress up for Halloween. Have a 80’s or a hippie meeting or day. You or one of your team members dress as a prospect or customer and role-play the interaction. Conduct a summer meeting outdoors.

Cheerleading (rah-rah) Meetings

Some leaders are naturals; however, their results are often due to practice. Most of us enjoy hearing about ourselves. So, take every available opportunity to recognize positive behavior. We all like recognition and hearing our name. Try this — every time you recognize a group, or individual, simply add, “Let’s give them a hand!” while applauding enthusiastically.

Team Slogans

At the beginning and/or end of meetings, use a group slogan such as, “Go team,” “Team first,” or “we’re #1,” etc. Be creative. I know a team of positive producers whose daily end-of-meeting slogan is, “Don’t suck!”

Call and Response

Call out questions for which the team has a planned response like, “Who’s the best team?” I observed a team that had pre-planned responses for each of several products they marketed.

Rewards

Show your team the rewards of excellence, be it financial rewards, job satisfaction, advancement, etc. Explain the activities needed to excel, then show your team how it benefits them.

What Styles of Meetings Fit Your Needs?

Poorly Planned Meeting Plans 

The proverb, “He who fails to plan, plans to fail,” warns us of the significance of planning to our success. Poor, little, or no planning is also a huge time waster.

Poorly Planned Meeting

Tackling a project without proper planning will, at least, prolong the project, if not, cause it to fail. Check out this example of a poor plan that does not achieve the desired result (my cat likes this video).

Another example of poor planning is not creating clear organizational goals or creating goals without the required training to reach those goals. Creating goals without training is nearly the same as having no goals.

The same can be said for a lack of policies (what), procedures (how), missions (why), and vision (where we are going). If your organization does not have these in place, establish them. (If you would like ideas on how to get started, contact me.)

Ineffective Meetings

Unplanned or poorly planned meetings are almost always a time waster. Impromptu meetings easily become unfocused (think Steve Carell in The Office). The number of attendees multiplies the time wasted in unplanned meetings.

Survey says … two of the top five time wasters are — drum roll please — too many meetings, and meetings that are too long. What’s worse than an elongated meeting is a meeting that is not needed at all. A friend texted me last week on the way to a pre-staff meeting – that’s a meeting about a meeting!

How many hours a week do you spend in meetings? 

According to a Microsoft survey, people in the U.S. spend 5.5 hours each week in meetings; 71 percent feel meetings aren’t productive. Unneeded team members involved in the meeting are another waste of time. Monologues with no participation from the group will bore others to distraction, which counts as a waste of time. Scheduling a lot of meetings may seem productive, but too often, it is the opposite.

So how do you plan your meetings? Do you have effective, shared goals? How much time do you spend in meetings, and how productive are the meetings? And, of course, I’d love to hear your humorous or horrific meeting stories! BTW, be sure to send how to plan an effective meeting to anyone who needs to read this (especially if you have to sit through their unplanned meetings).

If you’d like to know more on how to plan an effective meeting try this, You Can’t Talk Shit Done: Adding Actions to Words.

If I can answer any questions leave me a note in comments.

We’ll schedule a meeting.

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.

The post How to Plan an Effective Meeting appeared first on Randy Clark Leadership Training.

Unmanage Your Micro-Managing

So, are you micro-managing your team? Sometimes it’s challenging to identify our own weaknesses. As for micro-managers, this can be a tough one. The obsessive control of micro-management interferes with performance, it’s counterproductive, hinders team building, and eventually chases people off. Micro-managers believe no one can do what they do. They may even justify their behavior by setting subordinates up for failure. Assigning nearly impossible projects without guidance, giving tasks without direction, or delegating without followup isn’t proof, it’s justification. Don’t kid yourself, if you know others cannot do it without you, chances are, you’re a micro-manager.

Signs of Micro-Managing
Difficulty delegating

Non-delegation can be a symptom of micro-managing. If you can’t let go, or if you take over delegated projects before they’re complete, you have a problem, and it’s adversely affecting your team.

How to stop – Let go and guide. For example, instead of taking over a project, give direction and offer advice, but let the project leader lead. Allow them to make their own decisions.

Obsessing over details

Do you get caught up in the minutia of a project, rather than seeing the big picture? It may be your responsibility to make certain your team follows company policy, but it shouldn’t be your job to oversee every detail. If you find yourself saying, “Do it this way because it’s how I do it,” rather than sharing the expected results – you may be the problem. Directing activities is fine, but let the team work out the details.

How to stop – When assigning projects, start at the end result and go backwards. This will help you see the desired outcome rather than being stuck on details.

Discouraging decision making

If you have to approve every decision your team makes, you will eventually grind them to a halt. Although you may be required to approve policy, allow your team to make procedural decisions that directly affect them.

How to stop – Encourage your team to make decisions by teaching them your decision making process, and occasionally allowing them to make mistakes. No one will be correct 100% of the time. What should be expected is a thought process behind the decision with lessons to be learned and shared.

So, do you micro-manage? Are you sure? If you say “yes” to any of the following bullet points, you may be micro-managing yourself out of a loyal, passionate, productive team.

Signs Of Micro-Managing

Believing, “If I want it done right, I’ve got to do it myself”
Taking over projects before they’re completed because it’s the only way to get it done
Changing how things are done to fit your way, even when existing systems are adequate
Not allowing others to make decisions
Monitoring even the smallest details of projects
Being told by direct reports you micro-manage
Distrusting others abilities

If you believe no one can do it as good as you, if you can’t let go, if you don’t delegate, if you arbitrarily make decisions, affecting the team without input – you’re micro-managing. Stop right now. I know what you’re thinking: “They can’t do it without me believe me, I wish they could!” Do you? Do you really? If so, begin by admitting you’re the problem, let go, stop doing and start training. If you’re a micro-manager and you’d like more ideas on letting go, contact me – how do you think I know all this stuff?

Failures Of Micro-Managing

When people are not allowed to make decisions, or even mistakes, they do not grow. Don’t waste the most valuable resource you have – people. Logic dictates your organization will struggle to improve if it all depends upon you. On the contrary, the demotivation, resentment, and fear created by micro-managing will weaken your organization. Because, although micro-managing may work occasionally, in the long run, it will hinder growth and reduce performance.

Stop Mis-Managing through Micro-Managment

Take the time to know your team’s weaknesses. Manage their weaknesses and recognize their strengths.

Within limits, allow others to make mistakes. If they have a legitimate thought process behind their decisions, it will be a learning experience. Right or wrong, it will improve the organization.

Instead of taking over, or doing it yourself, teach someone to do it. Better yet, take a deep breath, explain the result you desire, and ask your team how they will accomplish the result. If progress is being made, and critical deadlines are being met, why would you get involved? If the quality of production is up to standards, and policies are being observed, do not interfere!

Put it Back on Your Team

When team members come to you for a decision, ask for their decision. It might be the same as yours, but now they own it. Give your team the authority to make decisions.

While attending a trade show, I observed an unhappy customer approach an exhibit and confront a young staff member. The representative did a great job of listening to the customer and regaining their trust. She ended by offering a free product to the customer. After the satisfied customer left, I asked the staff member who had given her the authority to offer free merchandise? She said the president of the company had empowered her to, “do what he would do.”

If you’re the leader, you are not being paid to do the work; you are being paid to get the work done. You probably were one of the best at accomplishing tasks, but now your responsibility is to teach others, not do it all yourself. So, how do you stop micro-managing? Study leadership. Review your job description. It probably does not call for you to do the work, but rather to manage the people who do the work. Ask for direction from your leaders. Work on the business, not in it.

I asked a friend, who writes for a living, this question. Have you ever written anything about micro-managing? He answered, “I haven’t. I tried to once, but my boss kept reading over my shoulder and pointing out typos.”

We all should stop reading over shoulders and pointing out typos.

So, how do you control yourself from micro-managing?

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 Icons8 Team on Unsplash

The post Unmanage Your Micro-Managing appeared first on Randy Clark Leadership Training.

When to tell a Customer No

I grew up working in my family’s retail business. I was taught the customer is always right and it’s a privilege to serve them. So this is difficult for me – it goes against my nature, but yes, there are times you should politely walk away from a customer. There comes a time to say “no.” Do you know when to tell a customer no? 

When to Tell a Customer No

The Profit Margin is Too Tight – This is a tough one, but the margin should have room for changes, mistakes, material inflation, and labor overruns. I’ve taken low profit jobs to keep employees busy or to get my foot in the door for future orders, and I’ve underbid jobs that did nothing but lose money. If you’re cutting it close, have a good reason.

You’re Too Busy – What a great problem to have. If you’re maxed out, don’t fool yourself and take on more jobs. Overbooking will overwork your team, put undue stress on the organization, affect quality, and cause missed deadlines. Before taking on too much, ask yourself – can we complete all of our commitments and do this job?

It’s Not Up to Your Standards – A friend who owns a video production company recently decided to not connect with the new marketing team of a customer he’d worked with for over two years. The new team was producing television ads not up to my friend’s standards, and although he had no part in the ads, he didn’t want potential clients to associate his name with their TV work.

It’s Illegal, Unethical, or Questionable – I’ve been asked to duplicate trademarked graphics without consent, which is illegal and unethical, but what about questionable requests? If you would consider a service, product, or strategy questionable, don’t take part in it.

It’s Not Your Expertise – Rather than scramble to learn a new product or service, outsource it or turn it down, and if you know a provider that can help, offer a referral. If you receive enough inquiries for similar work, you might consider adding it to your product line.

When to Say “Maybe”

Have you ever wanted to say no to a customer because they were difficult to work with? Of course you have. I imagine we can all name a few controlling, demanding, and unreasonable clients who are loyal, profitable, and ethical. They’re good clients in every other way. It’s your responsibility to make it work as best you can by providing the best service possible and giving realistic expectations to the customer.

You shouldn’t consider saying no until the scale of their demands outweighs the work they provide. And even then, the retail clerk in me wants to tell you to suck it up and do your job, but there’s a line between a profitable yet demanding client, versus an energy-sucking, time-consuming nuisance. Before you say no, consider if you’ve done everything within your power to help the customer understand your parameters and expectations.

Your customers and jobs should help towards your vision. Accepting work that isn’t profitable or doesn’t fit your culture will weaken your organization. Having said that, proceed with caution. The customer may not always be right, but should always have the benefit of doubt. Have you ever turned away a prospect?

But Don’t Chase Valuable Customers Away

I had a medical procedure a while back — a minor surgery if two hours, out cold, under a knife could be called “minor.” Although the medical staff was professional, I will not recommend them. Let me tell you what they did well — they explained the procedure and followed a zillion compliance regulations (how many times do they really need my middle initial and social security number?). One pre-op questionnaire asked about my learning style so they could give me post-op information that fit my modality. They didn’t silo, but worked together as a team, which in my experience with hospitals, is rare and unique. What they didn’t do was prepare me for recovery. I’m culpable, as well, as I didn’t do my due diligence and research.

I signed the consent forms. I was told 1 in 1000 people experience bad things, and I was told to expect a 70% improvement. Others who had similar surgeries shared the relief and improvement they saw almost immediately. What the surgical team didn’t explain, until after the procedure, was the possibility my pain could worsen after the surgery — for as long as three months. I feel I was misled by omission of details. It seems what was important to the facility was to protect themselves and to secure the procedure. There’s more, but I’d only be ranting. Sharing worst-case recovery scenarios with me would not have caused me to cancel the operation. It would have prepared me for what I’m now facing, gained my respect, and made me a supporter.

Is This Applicable to Other Businesses?

During a recent sales seminar, a new salesperson asked me for advice. Their customer was upset because product delivery took longer than expected. I asked what the customer’s expectations were, and he answered, “Two week delivery — that’s what I tell everyone.” The job was in its fourth week, and had yet to be delivered. The customer was not informed to all possibilities — they only knew it was two weeks late.

Under-promise and Over-deliver

Don’t give a standard answer to every client. Be transparent and explain all possibilities. In the long run, you’ll gain more loyal customers with the truth. It may not always be what the prospect wants to hear, but it’s what they need to hear. Misleading a potential customer by omission of details will usually cause you pain. When the new salesperson told his customer two weeks delivery rather than realistically explaining the process, he set himself up for dealing with an angry and demanding customer who will never do business with him again. And once the trust was broken, the customer questioned everything. It’s not fun, is it?

Set expectations closer to the worst-case scenario. If you tell someone it will take four weeks and deliver in two, they will likely not be upset. On the other hand, tell them two and deliver in four? Not good.

Explain the customer’s role in the process — how required information and order changes can speed up or slow down a project, affecting the outcome.

Is it Time to Say No? 

Do you have a customer you should say no to? Have you told a customer no? How did you handle 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.

Photo by Tim Mossholder on Unsplash

The post When to tell a Customer No appeared first on Randy Clark Leadership Training.

How NOT to Train

This is the first in a series of posts regarding training. I’ll cover how to train, types of training, pitfalls to avoid, and share a few training outlines. But first, I want to start with how not to train people.

Training is defined as the continual process of raising the competency of individuals and teams through education, instruction, and discipline. Achieving your business and personal goals is directly connected to the team you build through dedicated recruiting and ongoing training.

Don’t Expect Everyone To Learn In The Way YOU Learn  

Too many trainers only teach how they learn. Too often, when a trainee does not grasp the information, we think less of them (What are you … stupid?). Consider the question, “How do I adjust my training to their learning style?” How should I train people?

Try this free learning style assessment. As you will see, the three most basic learning styles are:

Visual
Auditory
Kinesthetic or Tactile

Most individuals use a combination of many learning styles including musical (rhythmic), inter and intra-personal, visual (spatial), logical (mathematical), and verbal (linguistic) — but for our purposes—let’s consider the basic three.

How To Use The Assessment

Begin by completing the assessment
Score the assessment
Be aware your tendencies are to train within your own preferences
Select “types” for a summary of how each type may best retain information
Have all team members take the assessment
Adapt your training to the learning styles of the team

Follow Up By Asking Team Members How They Learn

How have they learned in the past?
How do they study?
What training procedures have helped them?
What training procedures have not been effective for them?

For example, my modality is kinesthetic. If you tried to teach me a procedure, such as a computer program, by showing me, I would struggle to retain the information. However, if you walked me through it, allowing me to operate the computer, hands-on, my retention would be high.

Osmosis Is Not The Best Way to Train People

Do you truly believe self-training is the best? People will learn on their own without training and direction – just not as quickly, completely, or correctly. I’ve heard managers say, “I treat them like adults, so they should just do it!” What I hear is, “I don’t take the time or have the confidence to give my team guidance and direction.” You must tell, show, do, and review. If your team would do it on their own, without training, and direction, they wouldn’t need you! You’d be out of work. Don’t worry — not going to happen.

Don’t Lose Your Patience

I once read, the average person needs to be exposed to new information six times before it is retained. It may not be retained until the 6th repetition. After six times, it’s usually remembered. In other words, after 6 times it’s not easily forgotten. It takes six times to retain. Six times.  My point is you shouldn’t expect to train only once.

We’ve covered a few basic don’ts; let’s cover some do’s next.

What don’ts would you add to this list?

So, What’s Next?

Let’s look at some points to consider before the training begins.

Who should participate in the training? You must be comfortable with the size and diversity of the group. Sometimes, it may be more effective to break into sub-groups.
Where will the training be conducted? The facility must be clean, quiet, and suitable for training, with white boards or technology as needed.
When will the training be held? Consider the best times for training to reduce work production interference.
How long is the training? Think about how much time is needed to share the information without losing the trainees’ interest.
What are the expectations? Begin by sharing expectations including note taking, participation, quizzes, and asking questions.

Do You Want Questions? The Answer Should Be… “Yes!”

Questions are not an interruption or delay — they’re information. Tell the trainees you want questions.

Explain there’s no such thing as a dumb question. The only dumb question is the one not asked. Tell them if they’re unsure, they should ask.
Promise not to show impatience through body language, tone of voice, or your words. The first time you project annoyance or sound condescending when answering a question — the questions will stop.
Let them know their questions offer valuable insight into their understanding and retention.
Tell them it’s, “just us in the room,” so get over the fear of sounding dumb because they ask a question.
Inform them you will check their understanding throughout the training by periodically asking, “Do you understand?” If they say yes, you’ll follow up with, “Great, explain it to the group.”

A trainee may ask a question that is ahead of schedule; in other words, you’re on page 5, and they’re on page 15. Establish a parking lot of questions, which will be covered in time. Let them know not to feel put off if their question goes to the parking lot because the question indicates they’re listenning, and they’re thinking.

Participation

Let the trainees know you expect everyone to participate. Encourage participation by calling on everyone. Participation includes staying focused and in the moment. Explain, occasionally, everyone losses focus; it’s okay to ask for a do-over. Let them know if you catch them drifting off, they should expect to be called upon — it’s less embarrassing to ask for clarification.

Note-Taking

Set the expectations by explaining the importance of note taking and follow-up by periodically checking your trainees’ notes. My friend, and Principle D.B., distributes an outline when facilitating any training session, meeting, or discussion. She follows up by MBWA (Managing By Wandering Around). Many companies, such as IBM, have encouraged managers to be “in” their department not in their office.

Set The Stage

What do the trainees need to know before the session?
What would enhance the training?
Consider any information you may share before the training.

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 Dmitry Vechorko on Unsplash

The post How NOT to Train appeared first on Randy Clark Leadership Training.

The Secret to Leadership

Are you ready? It’s pretty simple. The secret to leadership is … it’s not about you. Never. Ever. It’s about those you lead. Think about it. To be a leader, you need followers. Followers are more likely to follow you if it’s in their best interest. Self-serving is a surefire way to NOT attract followers. If you want others to follow — make your vision about them.

Forward Thinking with a Clear Path

In a Harvard Business Review study, thousands of working people around the world were surveyed about leadership; 72% mentioned forward thinking as a key attribute of a leader. People want to know where they are going and how they will get there. If you can present a vision with a clear path, and the activities to get there, you will be followed. If you want to be an inspiring leader, one whose followers would jump through fire, tell them what the vision means for them.

Leadership Through Honesty

In the same report, the number one attribute followers look for in a leader is honesty. This doesn’t mean just telling the truth. It means not spinning the facts to fit your views, not withholding information because it doesn’t fit, and not hiding the truth because it may be painful. I know a company that recently laid off several employees just before the holidays. The owner personally met with them and found temporary positions for them elsewhere. While he’d hoped to bring them all back, he didn’t give any guarantees. It depended on a business climate that was out of his control. Two of these employees are already back at the company. They weren’t upset with the company or its leader — on the contrary — they love the company. And why is that? Because the visionary leader was honest.

The Bottom Line

Leadership means putting others first. Take the time to consider any decision and every action from your followers’ point of view.

What does this mean to my followers?
How will it affect them?
What’s in it for them?
Have I shared the whole story?
Would I follow me and this vision?

Leadership is service, and if you are serving you first — you’re not a leader. The secret to leadership is that the best leaders serve others; not everyone has the disposition to be a leader. If you have assumed a leadership role for personal gain, you’ll never earn the loyalty you could by serving others. And without that loyalty, it will be difficult to successfully implement your plans, or at least, maximize their potential. That’s the secret to leadership. Be there for others. And here’s another secret to leadership: when you became a service leader – when you’re privileged to help others – it feels pretty damn good. Who do you serve?

And one more secret to leadership. Leaders know when to let go

I’m a control freak, and it seems both my adult daughters are, as well … wonder where they got that? I remember an awards banquet I coordinated several years ago, I had my three ring binder with every activity listed and planned down to the minute, from who would present each award, for how long, and what the band would play as the presenter left the podium.

Every moment of the banquet was accounted for, and timing was critical. The administrative staff came to me minutes before the ceremony kicked off and asked if they could gather everyone to the stage for a group photo — I said “no.” It wasn’t in the book, it wasn’t planned, and damn it, I was in control. Thank goodness I came to my senses, and we added the photo opportunity to the evening. My point is, don’t let being in control get in the way of doing what’s best. Know when to let go.

When Should You Let Go?

If someone has a better idea than you, let them use it. Yes, that’s right — someone may have a better idea than you.
When someone on the team wants to prove you wrong by making their plan succeed, let them prove it.
If it’s time for innovation, a new approach or perspective may show opportunities you didn’t know existed.
When you need a break, share some of the burden AND the fun with others. Not only will they have the opportunity to rise to the occasion, but you will benefit from the renewal.
When others, through their hard work and proven track record, have earned the right to take the lead give it to them.
To keep creative employees happy. Maintaining employee happiness isn’t only about money, benefits, or time off — it’s about being “in” on things, a part of the decision making process, and being recognized as a valued member of the team.
When your team is passionate about a project, let them run with it.
When your team or individuals are ready to take on more, let them. Because if you’re always in control how will they learn and grow?

Lead by Asking 

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 or an organization’s goals, 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 —  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 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. Are you good at asking questions? What are your favorites?

Are you a control freak? Are you sure? Do any of the bullet points sound familiar? Do personality tests such as Enneagram or Myers Briggs indicate you may be disposed to wanting to control everything? Have you found yourself disagreeing with co-workers on how to do the simplest tasks? Maybe, just maybe, it’s time to step back and let someone else have a little control, but not too much.

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 Kristina Flour on Unsplash

The post The Secret to Leadership appeared first on Randy Clark Leadership Training.

4 Easy Ways to Improve Morale

I recently presented a teamwork seminar to a group who already work well together as a team. Why in the world would management invite me to discuss improving team work with a team that works? Because that’s how championship teams are built. The morale at your establishment may be extraordinary; folks may be waiting in line to join your team. Even so, it can be improved, and it’s more likely that morale isn’t perfect. Here are four methods to improve morale in the workplace.

Offer Continuing Training

So, if you want positive morale in the workplace you need to help people feel good about themselves. What better way to invest in a team member, and support a positive image of themselves, than to provide valuable training. Because, whether training is in-house or outsourced, whether it’s a local community college course, or a leadership development class conducted by senior staff, the bottom line is showing you care enough to offer training improves morale.

Give Recognition

Most people thrive on recognition; some can’t function without it, and everyone appreciates it. I once had a manager tell me recognition was over-rated because he did his job and he never got recognized for it, although it did bother him. I looked at him and said, “Exactly my point.” You should recognize positive behavior and character at every deserving opportunity. Individual and team accomplishments, job improvement, and completed training should be supported and cheered. If you want to see morale improve, acknowledge people when they’ve done a good job.

Have Some Fun

You don’t have to create fun at the expense of completing work. Some of the most fun I’ve ever had at work was completing a tough task on time. Friendly competition against teammates, brainstorming sessions, and problem solving can be fun. Evidence abounds supporting frequent short breaks as an efficient method of getting the best work completed on time. So, take a break and enjoy it. Break up the routine, make work into a game, support a local charity as a group, have an outing, throw a pitch-in lunch — have fun.

Bust Those Silos

The more you know … plays well in the workplace. Because one of the triggers of poor workplace morale is the inability for departments to support each other and work well together. It fosters animosity that spreads from the top of the department down. The key to breaking this spiral is communication. When departments understand each other’s responsibilities and challenges, it translates to a better understanding of how they interact and affect each other. If you want to improve morale, improve interdepartmental understanding and communication.

There are hundreds of methods and means to improve morale including, employee surveys, production bonuses, wellness programs, flex time, and more. Some call for financial investments others a commitment in time. But many, such as sharing recognition, take little more than thoughtful consideration. Have you thought about improving the morale in your workplace? What’s your plan?

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.

The post 4 Easy Ways to Improve Morale appeared first on Randy Clark Leadership Training.