The Boss

Managing people is a skill. Yes, there are attributes that come easier for some which allow them to manage easier, but the use and refinement of those attributes is what makes it right.  The guilt some feel about not being a good manager is often a result of comparison to one of these “naturals.”

Are you a natural?  Do you find yourself easily speaking with your team?  Do you find that there is an ability to connect with people that just flows from you?  That’s wonderful! But, it doesn’t mean that you’re managing people.  It could mean that you are a great friend, a great listener, or a great motivator, but it doesn’t mean management is natural.  Being the boss is meant to be categorized by effectiveness, best use of talent and profitability, to start, not merely being the "fun" manager.

Think about a boss you’ve had that you liked. Perhaps the reason you liked him/her is because of the great manner with which your department was led.  You liked that he/she took the reigns, presented as a resource for the team and kept everyone focused on the mission.  You like that.  You crave good direction.  You desire knowledgeable people to take seriously their role.  Perhaps.

Or perhaps it was because you connected with him/her relationally.  You had common interests.  You shared a passion for sports, for a hobby or for beer (maybe beer is a hobby?).  You got to know each other’s families.  You shared time outside of work being social.  Did that make the person a great manager?  Or merely a great friend?

I am not suggesting that every manager become a Miranda Priestly and remain clearly unfriendly and distant.  However, I am suggesting that swinging the pendulum too far the other way might make managing just as a difficult.  Hone in the skill sets needed to manage effectively and use those skills as you rally your team together.

Time – There is a skill involved in planning and in the usage of time.  If you are someone that just lets things “get away from you” then you aren’t managing.  Time needs to be managed.  Haven’t we all looked at the clock during the work day and thought, “How can it be 3PM? I haven’t gotten done what I needed to today.”  Be competent in time management and help your team to pursue a similar goal.  Efficiencies to process are certainly business-centric and are worth the effort.

Material Knowledge – What do we make, how do we make it, why do we make it.  If it’s a service-related industry, follow the same pattern – what do we do, how do we do it, why do we do it.  You’ve got to know this backward and forward, and be able to translate it well to your team.  They will look to you to see how seriously they should know the answers to those questions.  If it’s just a job for you, then don’t be surprised when it’s just the same for your team.  Be passionate about the ingredients, materials, resources used to get done what you are tasked to get done.

Communication – “Hey, Bud, how ya doin’ today?” should not serve as the moniker of your relational investment.  What does that communicate?  Likely, you are a necessary person in my life and I can’t avoid it.  Intentionality in communication is necessary.  Plan what needs to be said; don’t hope you remember.  Know what and why things have to be shared, the time it will take to do so and the opportunities for that communication to be collaborative. 

Of course, there are more elements than this, but deciding to become proficient in these areas will certainly impact the team being managed.  Once there is a mastery in skill development and process, then begin to attack the next step.  It will become second nature.

The effort matters.  A manager who is deliberate in seeking to refine those skills or to develop new ones sets a stronger tone in his/her department right away.  Your staff will recognize that you’re not there to be everyone’s best friend, but to be a developer of talent by taking seriously your own development.  It also communicates a belief that not everyone is a “natural.”  It’s okay to work at it.  Think about the impact on the team you lead if they see you studying, practicing and exercising these skills.  You will be encouraging them to do the same in their areas of functional responsibility and soft skill development.

There were many days were I would have liked to do a “Devil-Wears-Prada-Throw-My Jacket-On-The-Head-Of-An-Employee” moment, but I didn’t.  I had to make the decision that the proactive development of my management style would be compromised by either creating a too-friendly demeanor or a too-mean demeanor.  So, hold onto your jacket as you walk in and hang it up yourself!

Magic Man

(by +Victorio Milian)

Like many people, I can appreciate a good magic trick. When I was growing up television specials featuring performers such as David Copperfield, Doug Henning, as well as Penn and Teller were regular events. And in New York City you can actually walk down the street and run across street performers doing some pretty cool things. 

Part of how a trick works is that its mechanics are hidden from the audience. Whether its card tricks or displays of disappearing damsels, part of the fun (and what makes the magic, magic) is attempting to answer the question, 

Most magicians, understandably, don't tell you how they performed their tricks. Part of it is personal--a unique trick helps to differentiate one performer from another. Part of that reasoning is financial. If you reveal too much the audience loses interest and they stop paying to see you perform. David Copperfield, aside from being a talented illusionist, was also a wealthy one. He had a vested interest in making sure no one could decipher his tricks, going so far as to sue author Herbert L. Becker to prevent him from publishing a book in which he reveals magicians' tricks, including his own. 

Aside from the above, huge part of why magician's don't reveal their tricks is that it ruins the trick. For all that the audience may want to know, there's a part of them that doesn't. Magic lies in the audience's willing suspension of disbelief. We know that people can't pull coins out of our ears, or that pretty ladies can't be sawed in half and still live, or that the Statue of Liberty really disappeared. But we're still delighted by the trick. Very few people (Penn and Teller and Ricky Jay are two that come to mind for me) can be transparent as well as entertaining. 

In the customer service world a lot has changed. Yet satisfying consumer demand hasn't, it's only increased. Consumers have a variety of different ways to gather information about a brand. And company's feel pressured to reveal as much about themselves as reasonable, lest others do it for them. "Engagement" is the mantra of today. Having a presence online (whether to provide information, interact with others, or to allow customers to shop) is an important and ever growing part of a company's strategy. Rating systems, customer review sites, blogs that are for or against a certain brand make it seem that, in essence, customers are less willing to suspend their disbelief. With the amount of information produced and disseminated online it's increasingly difficult for an organization to provide a magical experience. 

As a Consultant, I'm not providing customer service in the same fashion as a Barista at Starbucks. I do however attempt to utilize my knowledge, skills and abilities in a similar fashion for the clients I work with. They have demands of me that I attempt to meet, and I endeavor do so in a fashion that goes above and beyond simply performing a transaction. I also work with organizations whose focus is to provide services to a particular audience. So part of my mission is supporting the client's attempt at delivering a magical experience. 

What can organizations and consultants do to ensure great customer service experiences? Here are a few suggestions:

• Understand and focus on your strengths. Some magicians can perform a variety of different tricks. Generally speaking, many tend to focus on a particular form of magic. Some are illusionists, others are great at slight-of-hand, and still others are excellent escape artists. Understanding what your organization's position of strength is with regards to your target market will allow you to focus resources on building it.

• Get the mechanics right. Magicians practice their tricks repeatedly until they become second nature. And feedback regarding if it was successful is pretty clear--people either like it or they don't.

There used to be a hangout spot, a deli, in New York. And in the back room, all of the top magicians would come and meet, and every young magician would go and try to learn something. I met a magician there... and he showed me an incredible card move, and as he was about to leave, I stopped him and said, "Please show me how to do this." He was like, "Kid, don't waste your time—you'll never get this." But before he left, he showed me how to do it, and for the next six months—every day—I practiced it.

Kalush, who's one of my best friends now, taught me that even when it feels like you're not going to succeed and everything is crumbling apart: keep going. David Blaine, Magician

Organizations and its members need to take this to heart. Get the mechanics (of resolving customer complaints, of managing orders, or whatever customer related process you're responsible for) right. Only then do you incorporate the magic.

• Understand your audience and focus on their needs. Some people want to be treated special. They want you to know their name and how they like their coffee. Others just want fast, efficient service, particularly when returning or exchanging an item. This requires that an employee be able to quickly and successfully interpret and respond to a customer's needs. It's that understanding that makes or breaks the experience.

That deficiency is part of the reason why many people hate dealing with call center representatives. Many reps are trained to work from a script and may have little flexibility in deviating from it. Lack of flexibility can make it difficult to satisfy the customer, especially if presented with an unusual situation. This is part of the reason that Zappos get high marks for their customer service. Their representatives don't use scripts. In addition, they're empowered to resolve most customer issues without management approval.

• Give them something worthwhile. Magical customer service goes beyond the transaction. Delighting your customers isn't a simple equation (efficient service + being nice = magical customer service). If you are a hack no amount of effort can make the audience (or customer) love you. 'Nuff said.

Ignorance isn't just bliss, sometimes it's magical. However, in an increasingly transparent world, customers and clients are less ignorant. Be prepared to deliver on these changing expectations by understanding your organization's strengths, getting the basics right, understanding your customer's needs, and being able to give them something worthwhile. Then you should be able to consistently create memorable magic.

Broken Wings

Sweet words can heal.  I can recall so many times as a dad where a “boo boo” was healed more by my words than any bandage or ointment.  My kids were more appreciative and comforted by sweetness in tone and message (coupled with a hug).

Think for a minute about how we would do that in a Human Resources function.  Are we to be the “boo boo” office?  Regardless of how many HR departments that I’ve known that were (some still “are”) exclusively like this, I recognize that there really is no other place employees would think of going to than HR for such a need.  So what do you do?

To start, I think it would be kind of awkward to hug and kiss the forehead of an employee whose feelings were hurt by a rough manager.  Aside from the lawsuit that might accompany it (think I’m kidding?), I would submit that there is a diminishing of HR when this is done.  Employees might see our office as we did the Nurse’s Office in school – it was a way to get out of class for a bit and you could rest there.  There was a guy I knew in school who went to the nurse’s office 3 days a week after lunch for a nap.  He didn’t have a doctor’s note or a parent’s permission.  There was just a sweet nurse who liked him and let him sleep.  Are we merely a “nice nurse?”  The nurse in school had her nursing degree and a skill set in it, but she relegated herself as being nice.  Her competencies were not appreciated by those she served.

Comforting a person in a tough situation or who is experiencing difficulty should have a human aspect to it.  I am not advocating a cold HR office (far from it!).  I believe that there is a deep reason to have an HR professional who can connect to the talent within an organization.  As cultural ambassadors for our companies, we have to engage with our staff to win the right to be heard.  We offer a productive viewpoint and a desire to affect change that is most readily received by an audience who knows us. 

When M'Lynn (Sally Field in "Steel Magnolias") loses her daughter Shelby (Julia Roberts), she is rallied to by all of the people in her life who really know her.  And while I know that the gut-wrenching scene at the cemetery is not what most HR folks will deal with each day, I do know that the aspect of putting yourself out there has to be practiced in order to engage with others in an impactful way.   

By being real, we open a door.  Are you hiding behind your door?  Open it.  Get up from your desk, open the door and head out to the assembly line, the sales floor or the customer service department.  Your words will bring healing when they are heard in the context of your relational deposits and cultural encouragement.  Believe that your skill set will shine as you embrace (figuratively) the staff you serve.

And consider that as people grow and mature (well, most people do…I see your head shaking…I know some exceptions myself!), the way in which comfort and connection happen might have to evolve, too.  I don’t speak to the entry-level folks exactly the way I do to those I’ve known for 20 years in the workforce.  There is history between us that I draw upon and allow my conversation to reflect that depth.  I won’t be able to just “kiss it and make it better” with them any longer.

Today, as my kids get older, I think about how one day they will be comforting me as I age.  When my ability to do things as I’ve always done becomes impaired, my children will have to use some of the skills in comforting that I’ve shown them.  I trust that those deposits of family culture and engagement will blossom into confidence and leadership as they take ownership of the family.  We need to build people up to handle such difficulties.  Whether our kids or our employees, we can bring comfort.  Think about the cultural deposits you’re making towards it.

Video Killed the Radio Star

When I was a kid, my mom used to laugh at me because I basically had the TV Guide memorized about 10 minutes after we got it.  I would know what shows were coming on which day, which shows were new and which were repeats, and even which celebrity guest stars would be on Match Game.  To be fair, there were a lot less channels than there are now.  And further, I didn’t have much to do apparently, so memorizing the TV Guide was easily done.

I loved TV.  I guess I still do, though I watch much, much less than I did as a kid.  And I could not tell you the last time I held a TV Guide in my hands.  So much has changed in that medium.  I wish I knew then what I know now about how it would evolve.  It would have been great to be at the forefront of the development.

Our brands need the same care.  What are our brands?  I think there are a few to pay attention to:

1 – Our companies – The brand identification for our organizations matters.  What does the public perceive about your company?  What is the messaging?  What is it they think of first when they hear your company name?  Those answers are a matter of our brand.  Do you know those answers?  How do you know them?  In other words, how were they communicated to you?  Companies spend millions on marketing their brand, but can still miss the fact that the messaging is misaligned from the actual company.

Branding is not marketing.  Branding is about the utilization of the brand; it’s about the prep work done ahead of the marketing to the public.  Sometimes, companies think that a snappy logo is the brand identification.  The logo is really more about marketing than branding (See Phoenix Cavalier’s thoughts at http://biznik.com/articles/branding-is-not-marketing).

2 – Our roles – There is perspective held by those around us of our jobs.  A role may be seen as tactical or strategic.  The position we have now may not be what we want for our future, but because the role is seen as one type of position, it can translate to what others might think of what you can do.  If the role you’re in is not strategic, but you want that opportunity, then re-branding it is as strategic is necessary. 

Think about the positions in your company that have been changed or discontinued.  How did they become irrelevant?  Is there danger of that for your role?  I worked for a company that saw a particular role as irrelevant and therefore discontinued it.  About three months later, there was so much not being done that the short-sightedness was glaring.  One VP commented, “I had no idea how much that role actually meant to the function of the department.”  The brand of the role was not clear.  A brand is simply the message of a product, service, or, in this case, a position.  Again, what’s the message of your position to the company?

3 – Our competencies – If a role is to go away, are you going to be swept away with the position?   Can the company see the difference?  Your skills, knowledge, aptitudes and abilities have a message.  Step back for a minute and see if you can read what they are saying to those around you.  If you’re feeling particularly brave, ask someone if they could give you 3 skills that he/she sees you demonstrating on a regular basis.  Vulnerable, yes, but it could be quite eye-opening. 

When the makers of the TV Guide magazine product imagined their brand, they could only see it as a publication distributed on a weekly basis.  As time went on, it provided interviews with TV stars.  And once the necessity for a weekly magazine became less relevant, TV Guide moved to creating a TV channel with entertainment news, syndicated shows, reality-based programming and showbiz interviews.  The core brand evolved to a fuller spectrum of TV entertainment. 

Check your brands.  What’s the message?  Oh yeah, by the way, if it’s to be a good-looking, Italian, HR pro with a dynamic consultancy and a killer blog who is trying to influence the business community with strategic development encouragement, I’m sorry to say that’s already taken.  Back off and pick another.

Happy

The goal in life seems to be happiness.  Happiness based on our surroundings, on how we look, on our possessions, etc.  I have been in those seminars that teach you how to be happy.  For only $1095, you, too, can learn the secrets of the speaker.  He/She hops around the stage and over-inflects verbiage to stir a reaction in you (wow, that’s critical of me, isn’t it?).  And do you know who usually has the lasting happiness from that session?  The speaker who just made 70% per person with a room full of 150 people, if not more.

Why do we crave it so?  I think it’s because we are designed to achieve.  We are designed to inspire and to create.  We are designed to engage others and to energize our environment.  Happiness comes from doing what we are designed to do.  The pathing is unique, the skill sets vary and the product takes various shapes, but the outcome is consistent.

In the human resources sphere, I see lots of well-meaning people put together lots of well-intentioned programs.  We seem to think that these programs will fix what ails our people.  If happiness is what our staff is missing, no great program will provide lasting impact.  Sure, there will be some positive results.  Some staff will express gratitude for causing them to think differently about a subject or a process (which is a victory!), but does it last?  If one year later, you sense the same rut returning, then what has that program gotten you?

As taxing as what I am about to say is, over the last 20+ years, the most impactful push towards growth I have been involved with are about the individual.  Working with the individual to find what makes him/her tick. Working with that person to see what he/she can bring to the table.  Working with that person to see where he/she dreams, finds glimmers of fulfillment, and senses purpose.  When we can tap into those things, we find the core of happiness for that person.  That is the heart of the matter.

I believe our staff can find happiness in their work.  Our responsibility is work-related as business professionals; however, I understand and have observed an overlap to the personal lives of those we serve.  If the core of happiness is pierced and inspired to multiplication, then by nature, an individual will want to design his/her entire life around that exposed core. 

For the professional, we have to make a decision to coach effectively.  Coaching is not just about the skill desired or the task to be completed, but it’s about the whole person.  I have had many robust discussions with peers regarding this perspective, but I can only point to the lasting impact differentials I see.  Those employees that have been coached as a whole person, under the auspices of the work environment, have embraced lasting change and have remained happier than those who have not. 

Happiness is a decision; joy is a state of being.  Inspiring the lasting decision for happiness has to be based upon impact and validation.  My circumstances may not make me happy today.  So what does that mean?  Should I be an absolute jerk to those around me (with justification in my mind) because my circumstances suck?  No.  This is not beneficial to the work environment nor to the person.  We have to be content, satisfied, happy regardless of circumstances.  It’s a decision for approach and for interaction. 

Find what makes you happy at the core of your being.  How does that get expressed at work?  How can it get expressed at work?

And, as silly as this may sound, know what brings you back to center.  If you know what makes you happy, and you lose your way, know what triggers will push you back to it.  Is it a best friend?  Is it a favorite piece of writing?  Is it a song?  Talk, read or listen.  Do what you need to and you might surprise yourself at how happy you can really be.  And all that without spending $1095 (I mean, if you want to Paypal me the amount to make yourself feel better, I will send you the link…)

4 Minutes

Dynamic, collaborative relationships are desired.  Most companies that I get to work with are often eager to find professionals who understand how to make an impact with the skill set they have while being respectful of the authorities in place already.  Smart employers often seek to find these exceptional people with vigor.

So, where are these people?  Do they exist?  After speaking with some of the ones we get to work with at Humareso, I would say 9 out of 10 have become discouraged about the talent pool.  Whether it’s a non-committal attitude, a desire for a list of all benefits offered by the company prior to the first interview or an awareness that the depth of work ethic displayed falls short of what’s actually needed in the workplace, these employers have dejection written on their metaphorical faces.

People, let’s display what should be displayed, not just as an appearance, but as a true picture of the qualities we possess.  Do I think that all candidates fall into the descriptors above?  No.  However, do I think that these employers are wrong?  No.  They are responding to what they see.  And remember, what they "see" is not always viewable.

I sometimes wish that everyone’s skill sets could be viewed, such as what a model has to do for his/her interviews.  Show me what you can do.  You can sit all day and tell me how great you are, but it’s better when I see you get up and walk the catwalk.  The tangibles are visible.  How do you move?  What does your face do when you walk?  Do you capture the look we want?  It takes about 4 minutes to know.  So, theoretically, can you show what you must in 4 minutes?

Most potential employers conducting interviews say they can tell within a few minutes if you have what it takes.  So, if the interview is a half an hour or longer, what is happening in the interviewer's mind?  You’ve got to make a quick, competent impression as an applicant.  The shortfall here is part of the reason that these potential employers feel that there is a lack in the talent pool.  They struggle to know what you know because it’s not presented in a coherent way.  If you have four minutes, what do you want to share?  Practice.

OK, naysayers, I hear you.  “Yeah, but John, when I walk into an interview, I don’t get to dictate the questions.”  After years of witnessing interviews, I would have to say that more than half of those times begin with a potential employer asking one of the following questions to start out:

• Can you tell me a little about yourself?
• Why are you leaving your current employer?/Why did you leave your last employer?
• Why did you decide to apply for this position?
• Why should we hire you?

Think about what you can do with the answer to any one of these questions.  Can you give them a great snapshot of your competencies, personality and work ethic in four minutes by answering one of these first questions?  Heck, yeah (Sorry, I will tone down the language moving forward).  Practice what that response is.  Look in the mirror and work it out.

However, I have to address those who do practice the answer.  Can you act like you believe what you’re saying?  The words are not the only important part, but the facial expressions, body language, inflection and lilt in your voice, etc., too.  Robots are not attractive and will not communicate who you really are (unless you really are a robot, and in that case, please be sure to check “other” in the Self-Identification section of the application).  Being believable is done when you are believable.  Crazy, right?

Authenticity begins with a belief in who you are and a confidence in it.  You might not be a fit for every company, but you are a fit for a company.  Your disillusionment with the process of finding a job can be seen clearly in the first four minutes, even if you’ve practiced your answer.  The spark in your eyes is dim, the life in your voice is weak and the enthused body language is replaced by a slouch.  Be prepared, yes, but be engaged, too.

I do believe that the talent pool needs to get stronger in certain skill sets (technology, written communication and mathematics) and in presenting those aptitudes.  I believe it takes work to get the job you want to get.  I don’t believe that you should just hope it works out.  Rather, work it out.  Do what you have to do to be enthusiastically ready for an interview.  Share with those potential employers why it would be great to have you as an employee based upon a clear and vibrant expression of your competencies.  Believe in who you are.  You’ve only got four minutes.