Selling: Dealing With Objections

Handling objections is an area where many salespeople panic. It represents conflict and conflict is never pleasant. However, you should realize that an objection is an opportunity to move closer to closing. When a prospect gives you an objection to your product, he/she is demonstrating an interest--actually a fair amount of interest if the objection can be overcome.

There are two ways to handle objections: before they come up and as they come up. Let's talk about handling them before they come up. Supposing you know that your product is priced higher than the competition. It would be foolish to be nearly closing a sale without having dealt with that issue. If it will be a deal breaker, you should deal with it up front with a comment such as, "We are aware that we are not the least expensive product on the market but we are confident that the quality adds value. I assume you feel the same way." Dealing with the value instead of price early on heads off the possibility that this may come up as a surprise later. You should use this same technique on any feature which you think might derail your sale. Decide when and where to deal with the issue, but by all means, do not wait until you're ready to consummate the sale.

Objections which come up during the presentation are actually an opportunity for you to explain your product benefits again. It also alerts you to areas you need to deal with in order to lock in the business. The trick here is to keep from sounding defensive, and instead to ask questions and probe the prospect's concern about this issue. Ask "Is this an area that is critically important to you?" or "If this issue could be resolved to your satisfaction, would you be ready to move ahead or are there some other things I need to work on as well?"

Dealing with objections head on and straightforwardly will always be the best policy.

Selling: Getting Past Gatekeepers

Gatekeepers seem to be the biggest frustration for many sales people. Their sole purpose seems to be to keep you from getting to the prospect--and sometimes that's correct.
But there are ways to deal with the situation and here are a few suggestions:

Rudeness Doesn't Work

Perhaps the biggest mistake many sales people make is letting their frustration show to the gatekeeper. Yes, she has thwarted your efforts but allowing her to hear your frustration merely increases her resolve to keep you from the boss. Use the manners your mom taught you and say "Please" and "Thank you" and be patient and friendly. 

Show The Gatekeeper Respect
While it is tempting to see the gatekeeper as just a clerical person, keep in mind that they wield a great deal of power--including the power to keep you from seeing your prospect. Generally these folks are cooperative if you show them the respect they deserve. Insincere flattery is not the answer, but speaking to them as an equal can help your case tremendously. 

To Leave A Message Or Not?
Everyone has a different idea on this subject. My preference is to ask for voicemail when the prospect is not available, then have a creative message handy. If you prefer to speak only to the prospect, then ask the gatekeeper when you might expect a call to be returned, but of course that is no guarantee. When you say to the gatekeeper, "I'll just call back later" you are setting yourself up to be rejected again.

Get The Gatekeeper On Your Side
A little finesse can help you turn this frustrating person into an ally. Don't be too friendly, but ask some leading questions about how the prospect deals with vendors, or how much of a product is kept on hand etc. and see what sort of response you get. If you get some cooperation, you might ask more leading questions but if you get resistance, back off and try a different approach. 

Make An End Run
If it looks as though you're not going to get to speak to the prospect, ask the gatekeeper if you can send some information to him or her by e-mail or fax. (I'm assuming this person will not give you the e-mail address of the prospect, however if you get the gatekeeper's e-mail address you will have the format for the prospect's e-mail as well.) By the way, if the gatekeeper advises you that someone else should be handling your call, take her advice on that and try to get to that person. She may be doing you a favor by rerouting your inquiry. 

Be Genuine
Whenever you're dealing with gatekeepers, tell the truth, don't be condescending, and don't try to push harder when you meet resistance. Bullying techniques will not work with these people and you will only hurt your cause later. It can be embarrassing, for example, to have to meet this person face-to-face if you have offended them with your approach.

By the way, don't assume you are anonymous because you haven't given your name yet--chances are, your company and phone number is on the caller ID display!

Creative Ways To Sell!
Frustrated at the lack of success using the same old techniques? Chances are your prospects are tired of the same approaches as well. Get Creative! Think of ways to bring zest and vitality to your prospecting efforts. The various ways to impress prospects and customers and keep them on the line is as varied as one's individual creativity. Here are some ideas, but we would welcome things which you have learned as well:
Surprise Them
People love surprises (the good kind) and are willing to listen to something different. For example, one copier salesman promised prospects a free meal at a specialty restaurant if he could not save them money with his product.
Make It Free
With new customers, guarantee satisfaction or your money back for the first 30 days. This may seem trite, but it takes a lot of anxiety out of the decision.
Send Flowers
Is there a particularly difficult prospect you have been unable to see? Send something unique--maybe not flowers, but something to catch their attention. For example, send an inexpensive fishing rod with a note asking what it would take for the prospect to get hooked on your company.
Make Them A Star
Using desktop publishing, create a newsletter page with a headline that reads "Xyz Company Saves Hundreds By Switching Vendors" or some similar attention grabbing headline. If possible, include a picture of the prospect in the story (from their website?). Of course, once you have written the newsletter with all of your sales pitch in it, you can simply substitute name and picture for the next prospect as well.
Let Others Tell Your Story
Tell the prospect that there are better people at telling your company's story than you. They are satisfied customers and you would like for the prospect to talk to them. Provide two or three references in businesses similar to that of the prospect.
Of course, these ideas are just a few of the thousands which might work for you. Get Creative! Think about the prospect and how you can stand out from the competition--even before the two of you have met.

What to do this week
Even if you are not in sales per se, try something creative in your relationship building with other team members or colleagues or stakeholders. Consider passing this on to sales people in your organization.

Call Reluctance

Call Reluctance

Call reluctance can be the death of a potentially good salesperson. It simply means that for whatever reason, you resist making calls. Typically the reason for this is fear of rejection but there may be other issues such as insecurity about product knowledge, intimidation or simple lack of confidence.

Like any other problem, it is best overcome with success. It seems certain that you'll never achieve success until you make a call and never break the cycle until you dial the next prospect. Here are some suggestions:

Make A Game Of It
Tell yourself that you want to see if you can make 10 calls within the next hour, even if they are not to valid prospects. This will break the cycle of inactivity and get you on the phone. Who knows, you might stumble onto a sale!

Call Your Best Customers
Call some of the best customers who are already buying and with whom you're more likely to be comfortable. Don't try to sell anything, just tell them you're checking in to see how things are going. It's possible they may be experiencing a new need, but for sure they will appreciate the extra attention. This can help you reduce your anxiety about rejection.

Give Yourself A Reason To Call
Is there a new product in your repertoire? Have you heard of a new application recently? Did you have a new idea on the way to work about how the product might be used? Call a prospect, even one you are convinced will never buy, and just share this information without an attempt to sell.

Do Some Self Analysis
Is this a problem that happens routinely? Are you questioning whether you should be in the sales business at all? Do you find the idea of talking to strangers unpleasant? If you answered yes to these questions, sales may not be the right field for you. If that is the case, don't feel bad about moving on.

What to do this week
Talk to at least 3 customers and 3 prospective customers. Don't feel you have to "sell" something, just check in and let them know you are interested. Gentle reminder: if they do indicate an interest in proceeding further, be sure you're paying attention!

Problem Solving Wrap-up

This is the last Learning Links dealing with the problem solving model. In this edition will cover implementation (step 5) and evaluation of the results (step 6).

Just for review, here are the six steps again:

1. Define the problem
2. Identify causes
3. Brainstorm alternative solutions
4. Evaluate and select the best solutions
5. Implement the best solution
6. Evaluate results and ensure the solution is imbedded

In step 5, we implement the best solution based on the criteria that we established and the options we generated in step 4. It may seem at first that the best solution is will be based on cost but that is not always the case. There well may be other criteria far more important, such as convenience, fairness, future implications, etc.

Also in implementing the solution, we have to take into account the impact on people, the consequences of change and the lost productivity which is inevitable as the solution is implemented. Remember that in the last issue we said that today's problems, in some cases, are the result of yesterday's solutions. So choosing the right solution is important, but so is how it is implemented. Because this stage is so important, you may want to convene an ad hoc group to look at potential (unforeseen) consequences of the implementation.

In step 6, we evaluate results and ensure the solution is imbedded. This is a tall order because it involves monitoring the results and consequences of the decision using real data. Typically there's plenty of anecdotal data to tell us whether the solution is working--data such as individual reactions, attitudes, etc. But the results must be in line with the criteria we established earlier and it must affect the problem in a significant way. In some situations, this may take months to assess. In others, it may be obvious immediately that the solution is not working--and why.

Another part of evaluating the results is to identify the lessons learned during the process. Implementing a major change in an organization can reveal cultural issues and numerous other problems which were not visible earlier. For example, a customer service organization can breeze along pretty happily as long as no one is too fussy about excessive costs. But when cost cutting measures are put into place, issues ranging from morale to equipment maintenance can interfere with successful implementation. Merging departments or even companies is particularly messy in this regard since personal feelings and ownership become as much an issue as the cost savings or financial "reasons" for the merger. I've seen companies that have been merged for several years still plagued by teams that label themselves as company A or B not company C, the new name.

Assuming that the data supports moving forward with the solution, it is important to align systems and structures to fit the new environment. For example, in shifting from a commission only arrangement to a paid sales environment, performance management systems and goal setting systems need to reflect the change. Nothing creates more problems than people feeling "ambushed" by a system that ensures their failure. So the lesson is this: whenever you make significant changes to the organization, step back and look at the infrastructure and systems in place to make sure they are in alignment with the change.

The problem solving model we've been discussing for the last several weeks is one that has evolved from a number of sources and is based on lots of experience. Failing to follow a good model can doom your change effort to failure. It can also install a solution that is worse than the original problem. So the takeaway is to use a proven method for solving problems rather than intuition or guesswork which can actually prove dangerous.

What to do this week
Think of how you can collect objective data in the implementation of the problem you're trying to solve to determine if results are actually better in fact. Forcing yourself to be objective about measuring the outcome can be invaluable.

Problem Solving Part 4

This is another in the series on problem solving, using the 6 step problem solving method. Just for review, here are the steps again.

1. Define the problem
2. Identify causes
3. Brainstorm alternative solutions
4. Evaluate and select the best solutions
5. Implement the best solution
6. Evaluate results and ensure the solution is imbedded

So now that we've defined the problem, identified causes, and generated options it is time to begin to (step 4) evaluate options and make a decision. This step is very important because it forces you to look critically at some things which normally can contaminate problem solving.
First, determine the criteria for deciding on solutions

Let's suppose, for example, you have no budget to solve this problem. So your first criteria is a cost free solution. That means everything with a price-tag is ruled out. So be really clear about the criteria. (Sometimes this gets us into looking at the sacred cows in an organization, with phrases such as "You can't change the feedback system because it is from HQ." Typically solutions tiptoe around those sacred cows.)

Separate must have from want
The recent downturn in the economy has forced us all to think more openly about what is a "must have" versus what is merely a want. For example, a second car might be nice in terms of family convenience. It is definitely a want but is not a must have unless the primary breadwinner can't get to work any other way.

Systematically test alternatives
Before implementing a final solution, figure out a way to test the options under consideration. For example, solving the problem of staffing the reception desk at lunchtime might include not staffing it at all to see what problems that creates. A standby receptionist could be available as you test doing without a receptionist for that hour.

Perform risk/threat analysis
Sometimes our solutions bring new problems--and in fact in Systems Thinking, we learn that most problems are the result of yesterday's solutions. So it's important to think critically about the new risks or threats being introduced by a change. In the receptionist example above, not staffing during the lunch hour might create a security issue if no one can see who is coming in the building.

Identify unanticipated consequences
This is a serious concern. Many times we make decisions to solve a problem without thinking about the consequences of that decision. In more than one case, we have seen companies make a decision to allow special parking near the building for executives who must come and go frequently, but the unintended consequence is that it creates an elitist perception that damages morale. In one high-tech company we worked with, the decision was made to forego technical training because of budget considerations. Suddenly there was a brain drain as highly qualified people left the company fearing stagnation if they were not constantly trained on state-of-the-art processes.

As you can see, deciding on a solution is not as easy as it seems. But if you use the five steps above, perhaps it will bring some objectivity to your analysis of the options. Most decisions are not irrevocable, but they do have fairly immediate consequences. So it is important that we critically think through the options under consideration.

What to do this week
On a new problem or one of the issues you have wrestled with from prior Learning Links, apply the evaluation steps above to determine if the increased objectivity changes your mind about which option you select.

Problem Solving part 3

In the past two weeks we talked about problem solving and specifically the first two steps: defining the problem and identifying causes. Here is the fun 3rd step in the process: Brainstorm Alternative Solutions.

Most of the time we have difficulty solving problems because we limit ourselves in terms of acceptable solutions. Einstein said "Never try to solve a problem using the same language with which it was presented to you." In other words, reframe the problem so that it more accurately describes what you are trying to accomplish. By doing so it may cause you to look at solutions you had not considered.

For example, if the problem is trying to get a submerged boat to the surface, you might be asking "How can I bring to a boat to the surface?" but perhaps a better question is "What can make a boat float" which might suggest ways to remove weight from the sunken boat or even fill the hull with styrofoam balls in order to make it float. In other words, looking at this problem differently can present different options for solutions.

If you think you are not creative, think again. This is not rocket science, but it does involve looking at a problem differently. You might ask, for example, how would nature solve this problem? How could I solve this problem if I had unlimited resources? How could I solve this problem if I could access additional expertise? How could I solve this problem using different materials, sizes or shapes, assumptions or other changes to the equation.

A solution that lasts...
Many of our solutions to problems do not last because we felt at the time we had to choose between one or two options, both of which had shortcomings. If you cannot change the shortcomings, then generate more options. If necessary, get other people to help you, describe the problem as a project for your staff, or ask someone totally unfamiliar with your environment. Many times someone unfamiliar with the environment makes a suggestion that at first may seem crazy, but might make sense with some modification.

The phrase is virtually worn out but we must "think outside the box." The box is not a real box, but is the box we constrain ourselves to when we insist on connecting the dots in a logical fashion. (In the traditional 9 dot exercise, you learn that you must connect the lines by extending them beyond the artificial box created by the dots.)

So before you give up on solving the problem, have another go at it and throw your best creative energy into it by developing more options. Remember that in brainstorming, no idea is criticized, it is simply captured for later review. Allowing yourself to think freely can bring up opportunities you've never considered.

Sometimes it is helpful to write the question on a card in language such as "How can we ..." and place it where you will see it several times a day. As your sub-conscious looks at this question, it sometimes can generate some ideas seem that come to you "out of the blue."
Good luck and let us know how things go.

What to do this week
On your next problem, especially one that doesn't have a short fuse, take some time and generate more options instead of thinking only of solutions. Capture all ideas then begin narrowing down.

Problem Solving Part 2

Last week we talked about the 6 step problem solving model and the importance of properly defining the problem. We said that it is impossible to solve the problem unless you have properly defined it--otherwise you run the risk of solving the wrong problem or developing a solution that is not sustainable.

Let's talk about step 2: Identify Causes
There are numerous data analysis tools available on the internet and through commercial vendors to help you solve technical problems, but on simpler problems is helpful to simply ask "Why" 5 times. For example:

Why is this machine operating improperly?
(because it is not maintained on schedule)
Why is it not maintained on schedule?
(because no schedule is posted and people forget to do maintenance)
Why is it no schedule posted?
(because that task has not been assigned to anyone)
Why has that task not been assigned to anyone?
(it has not been seen as a high priority task)
Why is it not seen as a high priority task?
(because the supervisor has insisted on maintaining output instead of shutting the machine down for maintenance)

Following the logic above, you can get to the root cause of the problem--the supervisor is insisting on output instead of maintenance. Now you could go further and ask why that is and it could get back to miscommunication, unclear goals, or numerous other causes--including your instructions.

Once I was asked to train bank tellers on how to prolong conversations with customers to learn more about their needs in order to possibly sell them additional products. In one of the first training sessions, the tellers reported that they receive bonus based on how many transactions they complete (not how much they sell). Completing transactions rapidly was seen as a way of reducing wait time for customers. Clearly there was a misalignment between corporate goals and compensation. While this may seem like an unusual occurrence, it is far too common even in a small organization. It is a reminder to constantly check against misalignment between stated goals and expected performance--sometimes employees get caught in the middle.


What to do this week
Take 30 minutes and jot down one or two problems that have continued to plague your organization for some time. Then start the process of asking "Why" 5 times to see where it leads you. If necessary, ask 10 times until you get to what you believe is the root cause of the problem so that it can be solved.

How To Solve Problems

Most of us go about our daily routine solving problems without even thinking about it. But sometimes a lot can be gained by exactly that: thinking about it.

Likely you have heard of the 6 step problem solving model. For review, here it is again:

1. Define the problem
2. Identify causes
3. Brainstorm alternative solutions
4. Evaluate and select the best solutions
5. Implement the best solution
6. Evaluate results and ensure the solution is imbedded

For the next several Learning Links, we will discuss problem solving using the model above. For now, let's focus on defining the problem. Odd enough, this is the step that is often shortchanged or omitted entirely. If you don't accurately define the problem, chances are the solution is going to be inadequate or fatally flawed. The simplest way to define the problem is the difference between the actual and desired state. In other words what is going on now and what should be going on? What is the gap between those two and (later) how can we close it?

What's the question?
It is often helpful to define the problem as a specific question. For example, "How can we do more with less using existing resources?" Notice that stating the problem this way makes certain assumptions, namely that we will not add additional resources and that we will increase output or efficiency. So it becomes obvious that defining the problem correctly makes a huge difference in how you approach solutions.

As you are defining the problem you may find it helpful to collect data and examples to substantiate your case. It is important to do this objectively so that the data is not selectively chosen to support your definition of the problem, but rather provides unbiased input. An example comes to mind of a water purification plant in which there had been a recent change in the work shifts of employees. For some reason, data indicated that there began to be a substantial increase in bacteria on Monday and Tuesday which did not show up on other days. The known issues are: there was a change in work schedules, and impurities increased. After a long series of investigations and data gathering, it was finally determined that the shift changes primarily affected weekend shifts meaning that portions of the purification plant had begun to close down on Sundays. This allowed bacteria to collect and grow resulting in the increased readings on Mondays and Tuesdays as the infrastructure flushed out impurities. As you see, having reliable data made a huge difference in solving the right problem and actually saved time in the process.

Assumptions
Another key issue in defining the problem is to surface and clarify assumptions you may be making. If you were assuming last year, for example, that the economy would continue to grow, then your business model probably would be very flawed. Looking back, it is easy to see how such factors should have been considered, but if the assumption is that things will remain more or less the way they are or will get better, then you could be in for a surprise.

What to do this week
On your next problem solving experience, even a small one, take the time to define the problem on paper and phrase it as a question. Draw a very crude graph of what the actual state is and the desired state and if possible put numbers/measures to it. Then begin getting data to confirm that this is the actual problem. (In future sessions we will talk about brainstorming solutions and evaluating those solutions).

What did you say?

One of the biggest challenges we all have in our busy work life is to truly listen to someone else. Listening to what someone says is not the same as truly hearing them.

The only way you can demonstrate to someone that you have truly heard them is to paraphrase back what they say. Paraphrasing it is not a natural act. Most of us find a lot of reasons not to do this because it feels awkward, like we may be "mocking" the person by repeating back what we heard them say. (That is not the case, incidentally.)

Maybe we should reexamine the value of good paraphrasing.

Here are some reasons why we should paraphrase what we hear before we take action:

• Paraphrasing makes the other party feel valued because they are assured someone is listening. The fact that you can play back to them exactly what you heard indicates you are truly listening.
• It make sure you "get it"--that you hear and understand what they're saying.
• You get credit for getting it--they know you're listening because you repeated it back.
• It forces you to concentrate--to stay in the moment with the other party. If you intend to paraphrase back what they say, you truly have to listen intently (as opposed to planning your next comment or question).
• Paraphrasing allows you to clear up anything you misunderstood--and that can avoid communication misfires.
• It also allows the other party to clear up anything they did not communicate clearly--it actually causes them to think more clearly.
• It encourages the other party to talk more and to give further explanation.
• It is more conversational--less interrogational. Nothing sounds more threatening to someone then when we fire a series of questions toward them with no "bumpers" between them in the form of paraphrasing.
• Paraphrasing is also great way to show empathy by playing back to the person that we heard their concern as well as the emotion behind their concern.
• It helps you stay on track and avoid getting derailed from what you intended to talk about.
• Sometimes it helps the other party hear the flaw in their argument. If they have presented a case for doing something that really does not make sense, it will sound questionable when you paraphrase it back to them as well.
• It also helps nail down commitments--when you paraphrase back to someone what you heard, you have clarified the expectation and commitment that both parties are making.
• It enables you to lead by example by communicating with others the way you would like to be communicated with. It serves as a great model for communication with customers as well.
  
  So, what you think? Is this truly an underutilized leadership skill? What could it add to better communication in your personal and work life?
• 
  What to do this week
  In your very next conversation, make it a point to be truly "in the moment" with the other person and listen intently to what they say. Then paraphrase back exactly what you heard and ask "Did I understand you correctly?" It sounds so simple, but it can produce great payback in better communication. Try it and let us know how it goes.

What if....? instead of If only....

by Emmie Alexander

Banking systems near collapse. Auto makers facing bankruptcy. Record unemployment and foreclosures. Your 401(k) in the cellar. A very small number of very smart people have brought our economy to a standstill. What were they thinking? That's the question I hear most often when the discussion turns to the home mortgage mess, or the Wall Street banks, or Citigroup, or AIG, or GM, or borrowers who bought more house than they could afford.


In this AHA! Moment newsletter, we'll be discussing the current crisis as a failure to think strategically, and in the next we'll address the challenge of creating a culture where asking strategic questions is rewarded instead of punished.

What were they thinking? The question I want to ask is How were they thinking?
Did they think analytically? creatively? critically? "outside the box?" systemically? Long term as well as short term? Did they think strategically?

While no one can be certain what went on in the board rooms and corner offices when AIG decided to bet the farm on insuring those sexy credit default swaps, it certainly appears that there was an absence of robust critical strategic thinking. New York Times reporter Joe Nocera says "They thought there would be no losses. They thought this was free money." So when those AIG leaders were thinking of this rosy future, who in that room put up his or her hand and said, "Yeah, but what if...?" Apparently no one. And now they --and we the taxpayers --are left saying "If only..."

I'll leave it to the economics experts to figure out what went wrong with the financial system, and to the philosophers to comment on the ethics of those who deliberately defrauded others. I'm interested in what went wrong in the minds of the leaders who made disastrous decisions, and in the processes they used to vet those decisions with others. I believe there is a lesson in this for all leaders. How can leaders learn to think more strategically?

What is strategic thinking?

Strategic thinking is often cited as a critical leadership competency. It is often defined as the ability to think long term and "big picture." I see it as the ability to imagine a "discontinuous future" --one that cannot be projected linearly from the present; to imagine the unimaginable; to dream of possibilities. To be sure, thinking strategically requires intuition, creativity, and optimism.

But imagining the future also includes imagining what could go wrong, anticipating even unimaginable consequences. Thinking strategically also requires a heavy dose of cool-headed critical analysis and pessimism. Remember Murphy's Law? Murphy was a strategic thinker. Where was Murphy when AIG leaders decided to exploit the unregulated loophole of not being required to have any reserves behind those jazzy new financial products?
So why did so many smart people make so many dumb decisions? Are strategic thinkers born or made? Well, both. Some people do seem to have a greater tendency to use and trust their intuition and creativity, and seem to focus more easily on possible futures, while others tend to trust the reality of experience, the verifiable world of actual events and situations. This second group lives more in the present and tends to have a shorter horizon and is often more skilled at tactical operations. Yet the talents of both can contribute to the strategic thinking process, and both can learn to use strategic thinking tools and processes more effectively.

The aim of strategic thinking is to imagine a future in which your company has no competition --and thus to invent possibilities for redefining the playing field before your competitors do. Successful leaders are constantly scanning the environment and the far horizon for early indications of unexplored possibilities. The tactical thinkers need to regularly disengage from the daily grind and engage with their more intuitive colleagues in strategic thinking exercises that stretch their intuitive and creative muscles. And the intuitive thinkers need their realistic, practical counterparts to help them vet their ideas.

Royal Dutch/Shell taught us how to think about the future.

One approach for learning strategic thinking is the process of creating Future Scenarios, a technique successfully pioneered in business by Royal Dutch/Shell in the 1970s. Through the process of identifying drivers of change and creating alternative scenarios based on assumptions about those drivers, a management team can learn together how to think about a future that is not just an extrapolation of the past and present. This "learning to think together" better prepares them for managing whatever the real future has in store. And the strength of the process is that it requires multiple scenarios, some of which assume a not-so-rosy outcome. Thus the future scenario process disciplines leaders to check their "irrational exuberance" through rigorous exploration of a range of possible negative outcomes, going beyond the seductive simplicity of only best and worst cases.

Daniel Gross, author of Dumb Money: How Our greatest Financial Minds Bankrupted the Nation, says, "During bubbles, we always conclude that Something Fundamental Has changed, and that the recent party is a mere prelude to even greater revels. I call it Pro Forma disease. The main symptom is a compulsive tendency to extrapolate results of recent fat years endlessly into the future." Leaders who practice developing future scenarios learn to disconnect the future from the past and present. If only...

A butterfly flaps its wings in Brazil and sets off a tornado in Texas.

One observer of the current scene said that AIG was at "the center of a spider's web... if there's a tear in the center, the whole web collapses." Systems thinking helps leaders understand the complex interconnectedness of all the elements in life --events and decisions have far reaching long term results, usually unexpected. Leaders need to learn that effects are often separated from causes by time and space, such that it may be almost impossible to recognize how their decisions led to unhappy consequences. One of the first lessons of systems thinking is that "we have met the enemy and he is us." Leaders need to learn to look back upstream to identify how the problems of today are caused by the decisions of yesterday, and to look far downstream to imagine how today's decisions likely will cause tomorrow's problems.
In The Logic of Failure, German psychologist Dietrich Dorner acknowledges the seductiveness of lazy thinking, but warns, "To deal with a system as if it were a bundle of unrelated individual systems is, on the one hand, the method that saves the most cognitive energy. On the other hand, it is the method that guarantees neglect of side effects and repercussions and therefore guarantees failure." If only...

Living near ground zero

I once helped design and implement training for supervisors of teams of nuclear reactor control room operators. These folks spend one week out of every five training in the simulator, rehearsing over and over how they will handle possible "incidents" (their euphemism for nuclear disasters). Since I live just around the bend of the river from one of these reactors, I'm comforted in knowing that these guys spend every waking minute thinking about risk. I learned from them that risk is a mathematical function of probability and severity. Though the probability of a nuclear disaster is relatively low, the severity could be horrific. Thus the constant attention.

The financial geniuses who got us into this mess appeared to have focused only on what they believed was the very small probability that anything could go wrong, and overlooked the severity of the outcome if it did. If only...
Even in the relatively peaceful and benign world of manufacturing, engineers use a process called Failure Mode and Effects Analysis to produce higher and higher quality goods. They calculate a risk priority number (probability x severity x detection --the likelihood the problem will be detected before it reaches the end customer). This number guides their efforts to prevent problems. Leaders in the financial world - and indeed in all types of businesses -- need to learn this type of thinking from their manufacturing counterparts.

Putting on all the hats

Many of the efforts to teach leaders to think strategically focus only on the creative, intuitive process. We believe there is greater value to learning an array of thinking skills that not only includes both creative and critical processes, but also includes thinking about thinking. That is, consciously choosing how to think in different situations.
Dr. Edward De Bono has spent decades preaching the message that "thinking can and should be taught if we are to meet the needs of today's fast-paced and changing world." His book Six Thinking Hats describes five different types of thinking needed to address complex problems --plus the sixth hat: thinking about thinking and choosing the right type at the right time. De Bono's thinking courses have been taught all over the world. I'd vote to make attendance mandatory for the top leaders of any company that receives bailout or stimulus money.

If only...
So you and I look at our 401(k) statements and think, if only...
You may not be a Wall Street banker or the CEO of an auto manufacturer, but you too need to learn the tools and skills of strategic thinking. What are the important decisions facing you? What are the upstream contributing factors, and what are the downstream implications? Where are the opportunities? What options occur to you, and how can you imagine others? What if you implemented each of these --what then? What would a future look like that is not just a projection from the present? Who can help you to challenge your own assumptions? What are the risks, and the probability and severity of those risks? How will you avoid or mitigate those risks?

Learning to think about and ask the right questions is a first step. If only it were that easy. In our next newsletter we'll examine what else it takes for you as a leader to build a culture where thinking strategically - both creatively and critically - is encouraged, supported, and expected.

What Is Your Bottom Line?

We've been discussing over the last several weeks how to approach negotiations using a win-win approach. We have suggested that you make every effort to negotiate openly and with a high level of trust.

But what if you don't get the outcome you wanted? What is your fallback strategy? Some people call this the BATNA, the Best Alternative To a Negotiated Agreement.

The real question is: If you do not get what you want, are you clear on what you can live with? For example, if you go into a negotiating session with a colleague asking for a more equitable distribution of duties, what happens if the colleague balks at your suggestions? Do you end the partnership? Do you give in and accept his or her idea of fairness?

For many of us, the reason we don't get what we want in a negotiating session is we're not clear on the specifics of what we're asking for but, more importantly, we haven't thought through what we can accept if we don't get our first choice. So a good exercise before a negotiating session is to honestly evaluate your own interests and be clear about what you can live with as a final settlement. If you accept a settlement that is damaging to the relationship or makes you feel exploited, perhaps you haven't done your homework.

In the business arena, here are some suggestions for determining your BATNA:

• Think through all the options that may be available to you if this negotiation does not satisfy your interests.
• Use your team to brainstorm options in case the other side won't budge.
• Evaluate the options, find ways to strengthen them, and identify the best alternative for everyone concerned. Knowing that you have other (acceptable) options will strengthen your position in the negotiating session.
• Evaluate the options against your BATNA.
• Try to figure out the other side's BATNA so that you can negotiate wisely.

In our first newsletter on this subject, we said "In a negotiating session, if you think you do not have power, then you do not have power. But if you believe you have power, then you truly do." This doesn't mean that negotiation is simply a "head game" but it does mean you have to be confident about your position going into the negotiation.

A friend of ours in the U.K. was elected president of his local union. Negotiations in the past had been turbulent and damaging to both sides. He wanted to negotiate a deal that was fair to his fellow workers, but one that management could live with for the next contract period. He realized that neither party's BATNA was very appealing: for workers it could mean weeks of unemployment. For management, it could mean expensive shutdowns. So in the first negotiating session, he laid his cards on the table by saying "We know we're not going to get everything we want, but we believe we can make an offer that is attractive to you and fair to us and avoids damaging confrontations." His offer was slightly richer for his fellow workers than the one presently in effect, but it was one he felt management would accept, based on his research. As it turned out, management accepted the first offer, the contract was signed, and both parties walked away happy. Knowing that the BATNA for both sides was undesirable, both parties quickly arrived at a sustainable solution--one that would hold until the next contract period.

What to do this week
Before any negotiation discussion with your colleagues at work--or even your spouse, jot down your interests and theirs. Then jot down your BATNA--what would you do if negotiations fail--and jot down what you assume their BATNA to be. Study this information before you begin discussions, remembering to reveal your needs early and trying to truly understand theirs. Let us hear from you if you have some unexpected outcomes--positive or negative.

Negotiations: Coming To Terms

Negotiations: Coming To Terms
One of the problems in negotiations is: how can you preserve the relationship and still get the best terms possible? In most negotiations training, you're told to "go for the jugular" and get everything you can. As we have noted before, this can have disastrous consequences for relationships. If either party feels exploited, the relationship suffers even though one party feels "he get the best possible deal."
So how can we negotiate in a way that makes "terms" less of an issue? Here are five key points to keep in mind:

1. Separate the people from the problem.
In other words, don't allow personalities to dictate what you do or how you negotiate. Instead focus on the problem both parties have in common and how to solve that particular problem.

2. Focus on interests instead of positions.
Your position might be "I must have Saturdays off." But your real interest might be that you want to attend ball games with your son twice a month on Saturday. So if you state your interest, it is entirely possible that a mutually acceptable agreement might be adopted in which you work two Saturdays a month.

3. Generate a lot of options.
This is where most of us develop tunnel vision in negotiations. . We see only one or two options on the table and consequently we feel forced to choose between them. If we take a moment and step back from the problem, and brainstorm possible solutions--even crazy solutions--there's a likelihood a mutually acceptable solution may reveal itself.

4. Use an outside, objective standard to determine the solution.
For example, suppose I want to buy your car and you are also my best friend. It could certainly damage the relationship if I force you to keep lowering your price so that I can get a really good deal. However, if both of us acknowledge that the relationship is important, we can determine that I will buy your car and the price will be set by the Kelly Blue Book price for that model with those features. So, in effect, we have taken price off the table for the sake of the relationship, both of us feel the deal was fair, and we both achieve our interests (not our position).

5. You can be positive and constructive in negotiations even with the other party is not.
This does not mean making yourself into a "door mat." It just means you continue to attempt to preserve the relationship as you simultaneously seek favorable terms. It also means you reveal your interests early in the negotiations and you encourage the other party to do the same. They may not. However, by taking the higher ground you encourage negotiations that are fair to both parties. (If they do not eventually become more cooperative in the process, you have little to gain by lowering yourself to their standards).


What to do this week
Keep these 5 principles in mind in your next negotiation with a contractor, your boss, or your spouse. Don't deliver ultimatums but make every attempt to reveal your needs and interests and inquire about theirs. It is possible that this process will not work. But can you really afford to negotiate any other way when relationships are involved?

Negotiations 101

Today's Learning Link begins a series on negotiations. Perhaps you are one of those who "doesn't enjoy negotiating." But the fact of the matter is that we are always negotiating in almost everything we do. Even deciding on a time for a meeting that fits both schedules is negotiating with a colleague.

Not negotiating is not an option. But it is a skill we can learn and actually enjoy. Here are a few simple guidelines:

Negotiations do not have to be confrontational
If both parties approach negotiations with a spirit of cooperation and willingness to engage in a dialogue about each other's needs, there's no need for confrontation. In fact, it can be quite an enjoyable process since both parties are trusting that the outcome will be mutually advantageous. The classic model that most of us have seen in negotiations is based on the assumption that if I get more, the other person gets less and vice versa. If we take that attitude, there's a high probability that one or both parties will become frustrated and the trust level deteriorates.

In any negotiation, both terms and relationship are important
If you are purchasing a new car, you'll be careful to get the best price you can since you will likely not see the salesman again. Since the relationship does not matter, the terms are everything. On the other hand, negotiating with your spouse about scheduling a weekend activity puts the relationship well ahead of the terms. It also redefines what "winning" is about.

If you think you have no power in the negotiation, then you have no power
Most of us are not aware of the power we have in negotiations. We assume the other person has leverage that we do not and therefore we are at a disadvantage. Sometimes this is true, but more often we do have things that the other person wants and needs and is willing to negotiate. Taking the time to openly discuss each other's needs instead of wants will help to level the playing field and reduce the confrontation needed for a win-win outcome.

Win-win negotiating is the only acceptable approach
If both parties in the negotiations are not satisfied, then the outcome is not acceptable. Both parties should leave the table feeling they got much of what they asked for, compromised as little as was necessary, and the eventual solution was a collaborative one sustainable over time. If you enter negotiations with the attitude of destroying the other party, you may win based on terms but you will likely lose (or at least damage) the relationship.

We will elaborate more on some of these key concepts in future Learning Links. But it would be valuable to hear your questions or concerns about the concepts above. Does it seem too soft? Does it fit your notion of "winning?" And exactly what power do you really have in negotiating with a colleague--or a spouse?

Send us your questions and we will address them in future issues.

What to do this week
Using your best questioning and listening skills, start any negotiations you face with a goal of understanding the other person's point of view instead of what you can gain. Be open in revealing your needs and attempt to understand theirs. The solution should then become obvious.

Building Winning Teams bySetting Behavioral Expectations

What makes for a winning performance? Talent, experience, knowledge, a track record of executing? Yes, all that and more. Coming in to Super Bowl XLIII, the Steelers and the Cardinals had all of that.
But Monday-morning quarterbacks are saying that the Steelers wanted it more, had more passion, determination, persistence, optimism, confidence. They say in a closely matched game like this one the intangibles can make all the difference. Experts and fans will probably argue for years about this game, about why the Steelers won.
But there’s no argument about what creates winning performance in a work team. Talent, experience, and business knowledge are important. But the winning difference is most often a result of those hard-to-measure human qualities -- passion for serving customers, initiative, persistence, commitment, resilience, dependability, adaptability, empathy, confidence, teamwork, leadership, and many more.
While we can all agree that these qualities are essential for success, we seldom talk about them until we decide an employee isn’t displaying them. "You need to show more initiative," we say. Or "You’re not being a team player." Giving this kind of feedback without agreeing on the behavioral goal first is like asking someone to play basketball on a court without nets or boundary lines, and telling them, when they shoot at an imaginary hoop, "Too bad. You missed."
Employees need to know what the "targets" are before the game starts. Yet in our 30 years experience we’ve met few managers who set clear behavioral targets. "That’s so subjective," managers often say. "How can you set goals about personality characteristics?"
Your challenge as a manager is to have conversations about these "winning" behaviors in a way that everybody understands. The words do seem subjective. Just as "beauty is in the eye of the beholder," the definition of a quality like initiative seems to depend on who is defining it. So when you say "I expect you to show initiative," how do you and your employees know you’re on the same page? Furthermore, when it comes time to review performance and give feedback, how will you and your employee agree on whether or not they actually did show initiative?
The ALTtm skills we have talked about before can help you and your employees "get on the same page" about exactly where these goals and boundary lines are. The key is to identify the behaviors that would be evidence of leadership, or teamwork, or initiative, etc. Think of what a camcorder could capture – what a person does or says, and how they do or say it. If a recorder can’t capture it, you can’t communicate it as an expectation and you can’t measure it. For instance, flexibility can mean doing whatever you’re asked to do, or volunteering to take on new challenges, or just smiling and being pleasant when asked to drop one task and pick up another.

Lessons of Leadership

Lesson/Goal/Outcome
1. Thoroughly Know Yourself
- Become keenly aware of your strengths and challenges as a leader
- Learn your “blind spots” and their impact
- Solicit and act on feedback
2. Build on Strengths, Fix Your Weaknesses
- Remove skill deficiencies
- Pro-actively overcome debilitating biases
- Develop and maintain your own personal development plan
- Actively seek out opportunities to challenge your weaknesses
3. Master Difficult Conversations
- Be able to handle difficult conversations
- Use conversations as a tool of leadership
- Learn to listen on multiple levels and with empathy
- Get more accomplished through people
- Get buy-in to critical initiatives
- Deal effectively with performance issues
4. Communicate Pro-Actively
- Get the organization focused on the customer
- Speak passionately about your strategy and direction
- Openly ask for commitment to goals
- Become a powerful public spokesperson for the organization
- Write clear, crisp documents that get intended results
- Take full responsibility for interpersonal communication
- Build communication strategy into all initiatives
- Maintain a “transparent” approach to managing
5. Adopt a Facilitative Style
- Become a catalyst for idea generation
- Ensure innovative ideas are heard without judgment
- Successfully exploit the value of competing viewpoints
- Use conflict as a creative force for change
- Insist on data-based conclusions
- Lead powerful, productive meetings
6. Focus on a Few Initiatives
- Select initiatives with high-impact potential
- Set appropriate priorities for the organization
- Accurately assess situations before taking action
- Accurately analyze unintended consequences of actions
- Concentrate on results that implement strategy and profits
- Challenge and remove “activities” that do not lead to results
7. Drive Change
- Acknowledge and communicate the urgency of change
- Set challenging goals for everyone
- Manage the impact of change on the organization
- Insist on learning and growth in the organization
- Properly assess the current environment and its implications
- Develop strategies to remain competitive, vibrant, relevant
- Set high standards and demand accountability
8. Model a Clear Way
- Lead by example
- Consistently demonstrate the connection of work to strategy
- Model and enforce corporate values and personal integrity
- Be transparent in executing strategy
- Share your learning with your people
- Transmit the culture to newcomers
9. Let Leaders Lead
- Choose a team with impeccable skills
- Provide broad guidance regarding strategy, direction
- Build in appropriate reporting and check-ins
- Ask openly how you can help
- Delegate generously and stay out of the way
- Find ways to develop every person
10. Become a Life-Long Learner
- Stay tuned in to the changing environment
- Study the lessons of history
- Make learning a requirement of managers
- Lead and participate in development
- Consistently reward learning in the organization
- Make every manager a coach/facilitator
- Make ROI-based training a consistent element of strategy
11. Focus on People
- Fine tune your own people skills
- Build an organization that treats everyone with respect
- Recruit leaders with a record of getting results through people
- Recognize excellent performance, new ideas

Writing: 3 more ideas

The last several Learning Links have been dealing with the subject of writing and how to improve your business writing. This time let's look at formatting, clearer sentences, and adding some "action" to your written document.

Most of us do not think about the visual impact of our writing as we are drafting a document. But formatting makes a huge difference for the reader. For one thing, large blocks of text are not inviting and encourage the reader to skim over them and possibly miss the meaning. In a business document this is not good because we often tend to bury the important part of our communication deep inside a long paragraph.

Formatting Is Key

After you have completed your document and you are so proud of it, it is time to have a critical look for formatting concerns. Here are three suggestions:

• Use lots of subheads
• Separate lists with bullets
• Make liberal use of white space

Use lots of subheads
Subheads and another formatting techniques are "road signs" which give the reader some idea as to where the document is going. If our document is organized well, these road signs make it easy for the reader to grasp key points. Subheads separate out important information and make it easily accessible.

Separate lists with bullets
One of the nice things about word processors is that they give us lots of flexibility with formatting. Bullets help the reader absorb lists of related information and put that information in perspective.

Make liberal use of white space
Visual impact really matters to the reader! When faced with a series of pages of block text and no formatting, it seems a major undertaking just to get started. Break up the text with formatting techniques such as those referenced above and expand the amount of white space between paragraphs and key points. This makes the document much more interesting visually.

How Long Is Your Sentence?
This is not a reference to a prison term, but to the length of sentences we write in business documents. After you have written, it's a good idea to go back and break up those long sentences. Strive for a maximum of 15 to 20 words per sentence--and while you are at it, avoid semicolons since they really serve no purpose in a typical business document. (If the two clauses can stand alone, simply separate them with a period.)

Using Action Verbs
Passive tense is boring! Sometimes it is necessary but typically not in a business document.
Example: "The annual report produced a disappointed reaction among the board of directors. "
Revision: "The annual report disappointed the board of directors."
Example: "It is our expectation that we will see productivity improvement when the workers learn the new system."
Revision: "We expect workers to produce more when they learn the new system."
The revisions show action and produce a sense of excitement about the subject matter that is missing in passive tense. (Sometimes we try to diffuse responsibility with phrases like "mistakes were made" and maybe there are times when that is helpful, but for the most part you should avoid these types of sentences.)

What to do this week
Review your documents for formatting, use of white space, simple, clean communication and active verbs. Take a few minutes to make editorial changes and then ask someone you trust to review the document before you send it. Most of us have to do a fair amount of writing as part of our job, but our readers really appreciate it when we take them into consideration as we draft and format the document.

Writing Performance Goals--A special type of writing

This Learning Links issue is about a special kind of writing: Writing performance goals for yourself and for your team members. Most of us fail to obtain performance results from our associates because we have never made clear to them what we expect. The best way to do this is through well-written performance goals which follow the SMART principle. Goals need to be Specific, Measurable, Achievable, Results-oriented, and Time-oriented. In other words, goals need to spell out what the person is to do in measurable terms by what date. If these conditions are met, at least it is clear whether not the employee achieved the goal and that should make the discussion about performance a lot simpler--and a lot more objective.
Goals need to be specificGoals such as "To improve communication with the team" are too vague to even consider. The question to ask is what is it that you want to do? If the goal is to provide a method of communication among team members, then spell that out and spell out exactly when it is to happen. For example, "To install an intranet web page for use by the team by February 1" is a much better goal.
Goals need to be measurableMeasures should be quantitative (To develop 10 new pre-qualified prospects by the end of each month) so that both manager and employee are clear as to whether or not the target was met. Of course if conditions change along the way, perhaps the measurement needs to change as well--but at least you have a starting point as to how to measure progress.
Goals need to be attainableWe can write many goals for ourselves and for our employees, but if they are not attainable or realistic, they are of little value in performance management. This is not to say that we should not have "stretch" goals. We should always be attempting to set goals that are beyond our reach. But goals such as "Relocate the parts department to the Broad Street location by Christmas" may not be attainable, for example, if it is affected by construction delays or other likely interruptions. Also, sometimes we make goals that would be difficult under any circumstances. Better to have a stretch goal and meet it than a nearly impossible goal and fail to achieve it. (One of my favorite definitions of a stretch goal came from Dana Mead, former CEO of Tenneco who defined a stretch goal as one you set having no idea at the time how you could possibly attain it. His theory, of course, is that reaching high greatly improves our chance for major improvements.)
Goals need to be results orientedIt doesn't make sense to have goals without a specific business outcome. So the goals we set need to be geared toward improving the bottom line, sales figures, customer satisfaction or the like. Many times we set goals which seem to be useful, but don't have an impact on business results. When that happens, it is a nice exercise but not very useful as a performance tool.
Goals need to be time orientedOne of the biggest failures many managers make in goal setting is failing to put a deadline by which the goal is to be met. A goal is not complete until it has a time measurement associated with it. Even if the time constraints are difficult to nail down, you should still associate a deadline with the goal, noting that it might be subject to change dependent on other conditions.
Here are a couple of simple goals which meet our criteria:

• To complete the migration to XYZ software for the sales division by December 15, 2009.
• To develop a performance management template for the human-resources department and obtain management approval by July 1.
• To schedule and complete a presentation skills course satisfactorily by August 1.

Notice all these are specific, measurable, and are results and time oriented. If we follow this formula, not only will performance likely improve, employees will feel that the system is fair and they will be willing to commit to the goals proposed.
Two other ideas:
1) As you begin drafting goals for yourself, a good place to start is the performance agreement of your own manager. What are his/her goals? How does your work fit into achieving them? If you're not sure, it is a good time to initiate a dialogue to clear this up. If your goals don't seem to be related to those of your manager, there's a serious absence of alignment which can result in a lot of lost motion.
2) Allow your associates to draft their own goals. Give them a copy of this Learning Links and suggest they draft their own goals. Research shows that when you allow an employee to draft his or her own goals, they typically make them more demanding than you would had you written them yourself! What a great position to be in!
In summary, writing goals for the organization or for your team is a valuable exercise--although frequently it does not get the attention it deserves. As a manager, you must ask yourself if an individual's performance is not up to standards, have you made your expectations clear in writing? The best way to answer that question is to write really effective goals and get agreement to their execution.
What to do this week
Have a discussion with your manager about his or her goals for the next time period, then draft goals that support your manager's goals. Next, share your draft with your manager, get approval, then share with those who report to you to help them draft their own goals. Use the measurement criteria above to make sure they are all conforming to the SMART formula.
What do you think?

Writing--Organization

Happy New Year!
This Learning Links issue is the second in a series on written communications. In the hundreds of documents, reports and presentations we have reviewed and critiqued over the years, nothing improves the document like improving organization. When most of us sit down to write, we simply start typing text and then "cut and paste" until we're satisfied with the document or presentation. There is a better way.

Start With An Outline
This sounds so boring and time consuming but it is our experience (and we have validated it over and over) that taking a few minutes to draft a simple outline greatly improves the organization and success of the document. The usual complaint is that it takes too much time. The fact is that if you spend 20 minutes writing a document and 20 minutes editing, you are no better off than when you spend 10 minutes outlining the document and then 30 minutes (or less) fleshing in the outline with a well thought out narrative. And of course the goal we're all pursuing is for our document to have an impact.
Clearly if the reader does not sense that you know where you're going with your document, there's little incentive for him or her to hang in there in hopes you will eventually illuminate the way. The outline does not have to be a rigid, constraining exercise (like you may have experienced in high school). Simply jot down the major headings of the document and some bullet points under each. Miraculously, as you do this, the points you want to make tend to find their natural place and the document becomes much more cohesive.

How To Create An Outline
Forget about the rules you live heard about beginning an outline with a Capital A or whatever and instead simply list the major topics and the bullet points beneath them as mentioned above. If you are not clear about where to start, consider making your major headings one of the following possibilities:

• The topics you wish to cover in order of importance
• A brainstormed list of options
• A "map" of how the points relate to each other
• Once you have begun this simple exercise, move the subtopics and details to the spot they belong in the document.

How To Organize Any Document
Any well-organized document has at least three sections: An introduction, some expository information about the issue, and recommendations or summary. With this simple structure, now all that is left is to flesh out the three sections.
In our previous Learning Links we suggested that you could start any document with "The purpose of this document is ..." and this is not a bad way to begin. By stating the purpose of your report, proposal, memo about change, etc. you alert the reader what is to follow in some (hopefully) orderly fashion. So your report should include:

• Statement of purpose
• Definition of the problem (what was happening vs. what should have been happening)
• A summary of principal cause and implemented solution
• Summary of the impact
• A detailed description of causes and how the solution addressed them

The same organization with some minor modifications can apply to sales proposals, requests for funding, problems to be solved, procedures changes, progress reports or even a letter to your mother about her finances!
The most important point to keep in mind in any writing assignment is whether the document reaches its goal of communicating clearly and without misunderstanding the points you wish to make. (In that regard, it is a good idea to let someone else read over your draft before you send it.)
If you can visualize your writing assignment as taking responsibility to make sure the reader understands and can act on the points you're making, it will change the way you approach the writing assignment. In other words, it is not about you and the struggles you're having putting the document together. It is about the reader and his understanding of your message.

What to do this week
Pull out a recent email or memo you have sent. Look at it critically to see where things could have been made clearer or where organization could have clarified the message. Quickly mark up the document indicating where things could be moved around to make it more readable. Then on the next writing assignment, resolve to begin with a simple outline instead of simply tapping out your message on the keyboard. If our experience is correct, you'll be amazed at the improvement! Good luck!

Managing Remote Teams

Managing From A Distance
By Emmie Alexander
You've just learned from a colleague that Joe, one of your employees, is delaying progress on a very important project. On your way to lunch you pass Joe in the hallway and ask, "Could you stop by my office this afternoon? I'd like to talk with you about the project." In the cafeteria you spot Sandra, an extraordinarily talented new member of your team, and join her for a quick conversation in which you offer her a suggestion that will help her solve a difficult problem she's wrestling with.
All in a day's work, you say? But what if Joe and Sandra don't work in your building... or in your state? What if all three of you work in different time zones? How do you address Joe's lack of urgency? How do you support and coach Sandra? Managing a team you see every day is challenging enough. Managing from a distance significantly raises the ante. And the current economic crisis probably means even less travel by managers to meet with dispersed team members face to face.
Leaders of geographically dispersed teams tell us they worry over the following questions:
How can I really know what is going on, day to day? What if they're just telling me what they think I want to hear?
How can I identify potential problems early, figure out why performance is off track --and get them back on track --when I'm not there to see what they're doing?
How can I provide the kind of coaching that helps turn good employees into great employees?
How can I keep everyone focused on continuous improvement?
How can I effectively motivate and energize my team --from a distance?
How can I make sure my best performers feel connected to the company so they'll stay with us, when they see their manager (me) only once or twice a year?

(read more at December 8 Newsletter)

Business Writing--the introduction

(from 12/15/08 Learning LinksTM)
The purpose of this Learning Links edition is to give you a sure-fire way to get started when writing a document and to focus the attention of the reader on the subject immediately.
Please re-read that opening line. In the opening line above, you'll find a formula for getting started on writing any document--letter, report, email, whatever. In other words, when you find yourself staring at an empty screen or a blank piece of paper, simply write "The purpose of this document is ..." and fill in the blank. If you can answer that simple question, then you are clear about what the document intends to do. If you cannot complete that sentence, you need to think some more about your intentions in writing the document.
Keep in mind that business writing is all about efficiency and clarity of communication. Vague terminology, wasted words, rambling sentences, story-like writing if only serve to frustrate the reader and short-circuit the communication. Too many times, business communication reads like a fairy tale--it opens with a vague phrase not too unlike "Once upon a time" and rambles like Little Red Riding Hood in the woods until it finds the point it wishes to make.
Your opening sentence should make clear to the reader what it is that you want them to do as a result of the document you're writing, or least make crystal clear the subject.

Presentations Series

Our series on Presentations has generated a lot of comment to us that did not make it to the blog. People are really tired of tired presentations! It actually takes only a little time to make the presentation more effective--and that is offset by the peace of mind (and reduced nervousness) you have when you actually deliver the presentation.

So why the problem? Is it ignorance of the techniques? Laziness? Give us your thoughts.

And while you're at it, what are the trouble spots for you in written communication. We really want to focus on that soon!

Hubris

A few years ago a writers’ group named hubris as the word of the year. It just might be the word for 2008 also.

In John Edwards’s recent confession of his extra marital affair, he told ABC television interviewer Bob Woodruff, “In the course of several campaigns, I started to believe that I was special and became increasingly egocentric and narcissistic.” He said that his rapid rise from small-town boy to national figure led him to believe “you can do whatever you want, you’re invincible, there will be no consequences.”

While the sex and the lying have provoked a media frenzy, the real story here is hubris – the self-delusion that entraps so many successful leaders in politics, business, and the church.

What happens to someone who reaches a level of power that causes him (or her) to lose their ability to see things as they really are? We speak of the loss of “moral compass,” but it goes further than that. It is a total distortion of reality such that they come to believe, like John Edwards and countless others before him, that there will be no consequences.

Eliot Spitzer in New York, President Clinton in the White House, Kenneth Lay and Jeff Skilling at Enron, Dennis Kozlowski at Tyco, Bernie Ebbers at WorldCom, the Rigas family at Adelphia, Jim Bakker of PTL, Ted Haggard of the National Evangelical Association, the catholic priests who abused children and the bishops who covered up for them…and on and on and on… What were they thinking? That they were invincible, that there would be no consequences, apparently.

For over thirty years, I’ve trained and coached leaders to be more successful in business, government, and non-profit organizations. The art of leadership is well researched, well documented. The Center for Creative Leadership has devoted 38 years researching what facilitates success and what derails it. Leadership training is a multi-billion industry. Millions more are spent in the search for the right leader for key positions in industry. Yet it seems that even with all that, once leaders reach these heights, for some of them at least, something happens.

John Edwards said that as he become more and more surrounded by worshipful fans and dedicated staff, he “started to believe he was special, and became increasingly egocentric and narcissistic.” Leaders in our society, in business, politics, and the church, are the new kings and emperors – living and working in sumptuous heavily guarded surroundings, moving around in chauffeured limos and private jets, wearing beautifully tailored clothes, getting $400 haircuts, and socializing only with others who live similarly, and rarely if ever venturing into the real world where the rest of us live.

They are often surrounded by people whose job it is to agree with them, affirm them, cater to them, laugh at their jokes, and cover their mistakes. Is it any wonder they come to believe they are invincible, that they can do anything, that there are no consequences?

So the question I keep pondering, is how do we help our leaders see the world – and themselves – as they really are? How do we keep their feet on the ground? In the midst of all the trappings of power and wealth and influence that accrue to leaders, how can they learn to pay attention to the 98% of the people who do not have those assets? How can they learn to see the world that everyone else inhabits, where work is hard, worry and pain and sometimes hunger are daily companions, and where actions have consequences?

Thanks to a tip from a blogger in the family, I recently learned about something called Postel’s Law. In 1981, internet guru and professor of computer science Jon Postel formulated what’s called Postel’s Law: “Be conservative in what you do; be liberal in what you accept from others” (often reworded as "be conservative in what you send, be liberal in what you receive"). He was encouraging computer engineers to build systems that can understand each other, “to write code that could ‘speak’ as clearly as possible yet ‘listen’ to the widest possible range of other speakers, including those who do not conform perfectly to the rules of the road,” according to NY Times technology writer Mattathias Schwartz.

There’s a lesson in there for managers. Schwartz says, “The human equivalent of this robustness is a combination of eloquence and tolerance — the spirit of good conversation.”

Eloquence: speaking as clearly and crisply as possible, striving to communicate concise, unambiguous messages.

Tolerance: listening without judging; listening without formulating your own rebuttal; listening with patience and empathy, even when – especially when – the other person isn’t doing a very good job of communicating, or, as Schwartz says, “conforming perfectly to the rules of the road.”

Engineers who followed Postel’s Law created an opportunity for billions of computers to connect across the globe. Managers who follow Postel’s Law in their conversations can create organizations where people can connect in a profound way and collaborate to make great things happen for their organizations.

What do you think? How can business leaders learn to "be conservative in what you send, be liberal in what you receive"? How can that approach help us connect across the globe, across the board room, across the kitchen table?

Does your boss talk "at" you or to you?

In our e-newsletter, An AHA! Moment, we’ve been talking about the conversations managers have with their employees, and offering tips for making these conversations more effective.

Every time we work with another group of managers, we find similar issues – regardless of the level of management, or of the years of management experience. In working with thousands of managers over the past thirty years, we’ve found that managers generally tend to talk at employees instead of engaging with them. Managers seem to believe that managing people consists of telling them what is expected, telling them where they’re on track or off track, and telling them what they need to do to meet targets. Employees are expected to “get it,” and produce the desired results. If they don’t produce, it must be because they didn’t listen.

Even those managers who believe they are engaging employees with questions tend to rely on leading, closed questions (“Do you think if you try this approach you can meet your targets?”), to which employees can simply smile and nod agreement.

Our data show that neither of those approaches is effective in producing high levels of performance, innovation, quality, or commitment. Without an engaging two-way conversation guided by open-ended questions, there is no way managers can know what their employees are thinking, their rationale for doing what they do, their understanding of the job expectations, and most importantly, what commitment they are willing to make.

Why is it that managers talk at employees instead of engaging them with questions that cause employees to think for themselves, reflect and take a new perspective, and make their own commitments? We’ve considered a range of answers to that question. One answer is that people get promoted into management because they’re good problem solvers – they know how to fix things. So as managers, they assume their job is to tell people what the problem is, what’s causing it, and how to fix it. Another possibility is that the people who are their models for management conversations – their own bosses – do the same thing. (Remember, we said we’ve seen this consistently at all levels.)

One intriguing possible explanation has its roots in the industrial revolution, when large business organizations grew up and began to separate management from labor in significant ways. This functional structure also separated thinking (management) from doing (labor). So over the last century we’ve built a culture that fosters the belief only the “suits” know how to think and make decisions, and even though the workplace has changed dramatically in that time, we’re mentally stuck in our understanding of what successful managing is all about.

We’d love to hear from you on this. Click on COMMENTS below and sound off!

Welcome!

Welcome to the AlexanderHancock Associates blog!

We hope this will be your "blog of choice" for the exchange of ideas and best practices for human performance.

Let us know how we can make this suit your needs better by emailing us at inquiry@alexanderhancock.com or calling us at 704.892.5097.