Author: Dr. Flores Page 36 of 44

Getting your way can happen in various ways. Some techniques work, and some are far less effective. While in the steam room at my fitness club, I overheard a conversation about how one gym-goer (Joe), and several of his comrades, were able to change a policy in just one day of non-stop complaining.
This fitness club in San Antonio offered a month of May promotion in which members could bring family members and friends for free. It worked! I noticed many new faces at the club, but understood the policy would end by May 31.

The main problem arose around 4 p.m. each day when all the lockers were taken. To avoid losing out on a locker, some members took the keys home. Upon recognizing the issue, the management team decided to assign keys to customers. For long-term members, this was a serious inconvenience, and many of them called the director of the club.

This conversation in the steam room between Joe and Martin describes the situation.

Joe: Well! You know that is a bunch of crap! This is stupid!

Martin: What happened, Joe?

Joe: Look … I’ve been a member of this damn club for decades, and now they decide to run this crazy promotion. Bring your family! Bring your friends! What the hell is next?

Martin: I think management was not ready for the wave of people who would take advantage of the offer.

Joe: I don’t care about the offer, and I don’t care what they think! I pay $30 for a smaller locker in the back, and I usually find a bigger locker nearby where I can put the rest of my stuff. Not today, though. I had to be assigned a key. Can you believe that? I had to ask for a key! The young lady at the front gave me a key to a locker near the front. I told her she was “nuts!” I’m not taking that locker. It’s too far from the $30 locker that I pay each month, month-after-month, year-after-year. C’mon!

Martin: Did you get the locker you wanted?

Joe: You’re damn right I did! I had a hell of a line behind me, and I wasn’t moving until I got my locker.

Martin: Joe, you seem a little upset.

Joe: Hell … I’m not upset. I’m flat-out pissed! How can they change policy without first talking to us, those who have been here for centuries?

Martin: You’re old, Joe … but centuries?

Joe: You know what I mean. Stop being stupid!

Martin [amused]: Geez, Joe … I will make sure to get you on the line next time I have to negotiate my electricity bill.

Joe: It’s getting too hot in here, and you’re not helping much. I’m going to go bitch to the management team! This will change! Later!

The “assign your key” policy lasted just one day. The old-timers complained enough, and management relented. Joe is right that the squeaky wheel usually gets the oil. While most members can tolerate the inconvenience, management should have done a better job anticipating the locker scarcity problem. This is a case in which poor planning, and even worse communication, aggravated those customers with the most loyalty to the business.

While staying at a hotel in India, a unique situation arose. This particular establishment included breakfast for guests. In my case, I like to have my coffee early in the morning, and will usually go to the breakfast room right when it opens. I put on my Bose headset and work for an hour or two. In some cases, even longer, depending on my schedule for the day.

Go and Come Back

On this day, I stayed at the breakfast room for about two hours. I subsequently decided to return to my room and shower. After getting ready for the day, I went downstairs and waited in the lobby. However, my ride for the business meeting was running a bit late, so I decided to have a coffee while waiting. Having my hot beverage required a return to the breakfast room.

I noticed the waiter give me a second look as I made my coffee at the buffet bar. After sitting down, one waiter was seen talking to another waiter, who seemed more like the “manager-type,” or at least the head of the breakfast bar.

“Pay for Your Coffee”

After sitting down, and popping open my MacBook Pro, the head waiter came over, and we had the following conversation:

Waiter: “This is your second time here. You need to pay for that coffee.”

Me: “Sir, I am just having some coffee until my ride arrives.”

Waiter: “The policy here is that you can only come down once and have your breakfast. You were here early, and now you have to pay for that coffee.”

Me: “I really don’t think that is fair. I’m not trying to take advantage of the system … just want a little coffee while I wait.”

Waiter: “That’s not the way it works around here.”

Me: “Actually, this coffee is a bit cold. I guess I will pass on it.”

I could tell the waiter was a bit upset about the situation. About that time, my ride arrived in the room looking for me, and I made my way out of the room. The timing was perfect.

On the way out the door, I spoke to the manager at the front desk about the situation. He confirmed that I could indeed go back and have a cup of coffee, and that I had not violated the breakfast bar policy. He apologized about the situation, and asked if he could get me a cup of freshly brewed coffee.

I understand the waiter was trying to do his job, and he felt that I was trying to take advantage of the situation. However, it’s not like I was serving myself more food, or taking anything with me from the breakfast bar. It was obvious that I was trying to kill a little time.

The bigger issue here is training from the leadership team. Before approaching me, the waiter should have gone to the manager to discuss the situation. By doing so, he would have learned the policy, and avoided a negative situation with a customer.

More important, though, the waiter should be smart enough to avoid making a big deal out of nothing. He could have approached me and said, “Sir, may I get anything else for you?” If so, this blog would have a totally different message.

Recently, I stayed at a hotel in Chennai, India while on a business trip. After working late at the office one evening, I forgot to put the power adapter for my MacBook Pro in my computer bag. I only realized this mishap the following morning when I went to boot up the machine. It was 5:15 a.m., and my ride to the office wasn’t expected until 9:45 a.m.

I did have about 70 minutes of battery power, so I could do a little work. However, in less than 60 minutes, the MacBook was dead, which meant I needed to initiate Plan B. My back-up plan was the iPad and, unfortunately, I didn’t charge this device after landing in India. I suppose the two movies I watched, and book I read, exhausted the device.

My morning was not off to a good start, but I did have the power adapter for my iPad. I could, at least, charge this device and check email.

Not so fast! As it turns out, I also left the international converter at the office, meaning that I lacked the capability to charge any of my devices. Soon after, my Blackberry shut down after I used it to respond to more than 20 emails.

Meet Mr. No

I called the front desk clerk, and he basically told me that I was out of luck. While they did service many US customers, they did not have an extra adapter. I tried to make a point that it was good policy to have this gadget for those of us who were silly enough to leave it behind. However, I quickly realized this was my fault, and I decided to keep quiet and look for a solution.

Meet Leyingse

I had more than three hours to wait for my ride, so I decided to have a cup of coffee, and consider my available options. The plan was to find a way to charge my iPad. My waiter was Leyingse, a young and vibrant worker. He had a different pace about him, and I could tell he was a solutions-person.

I informed Leyingse about my situation, and he pondered how he could help me. He could have easily told me that I was out of luck, but that was not his style. He thought about the situation for a few seconds, and said:

“We have a computer in the kitchen. I think there is a connection similar to what you have in the United States. Let me check.”

Within a couple minutes, Leyingse returned with a smile on his face, and said:
“Sir, I think we can make it work. If you wish, follow me and let’s give it a try.”

We walked to the kitchen, and Leyingse found an open outlet where I could connect my iPad. I powered it for about 30 minutes, while I enjoyed my Indian-style breakfast. The iPad received enough of a charge for me to check my emails, and I even had a chance to catch-up on the headlines at ESPN.

The Point

The picture you see in this article is of Leyingse. I asked if I could take a picture of him with my iPad, and he obliged. It’s not often that we run into customer-driven employees like this. He probably violated a policy or two, but he found a solution for a customer in need.

Leyingse reminded me to avoid settling for just good enough. When working with my next customer, I’m going emulate his commitment, and exceed expectations. By doing so, I’m sure I will leave a lasting impression on the customer – just like Leyingse did on me.

A mentor can make a big difference in your career. You want to find a person who is genuinely concerned about helping you succeed. Surprisingly, there are many people who wish you well, and can help you learn the ropes within your organization.

A mentor doesn’t do the work for you. Instead, they provide guidance, and ask you to consider different ideas or angles that you might have missed. It’s important to find someone who has extensive experience in decision-making, especially related to your organization and industry.

There are times, however, when a mentor is causing you headaches instead of providing assistance. In some cases, the mentor turns on you and is more interested in seeing you fail. You must quickly identify this issue and resolve it.

Here are three signs you should buck your mentor:

#1: You can’t reach your mentor.

A mentor should have an interest in helping you. To do this, he must be available. Of course, this doesn’t mean that he will be at your beck and call, but the mentor should return an email or telephone call within a reasonable time.

If your mentor goes several weeks without getting back with you, it’s time for you to move on and find someone else to serve in his role. Of course, you must understand that highly competent people are busy, and they might forget to get back to you. If appropriate, you can send a reminder, or stop by his desk if they work in the same organization.

#2: The guidance is flat wrong.

I once had an issue with the work requirements assigned by my manager. She was busy, and many times just kept adding to my workload. I did the best I could, but it was tough to keep the pace. I asked a veteran employee for guidance, and he told me the following: “Look… the work is not going to stop. She is basically using you to do her work. If I were you, I would quit! It’s time to get out of here! That’s what I would do if I were you.”

This feedback from this so-called mentor lacked substance. The option of quitting my job has far more implications than dealing with the problem. He was the type of mentor who liked to cause problems for senior management, and felt that asking people to quit would stir the pot even more. In essence, he wanted to prove his point by having others take the fall.

#3: The mentor is envious.

A mentor should help you succeed. This person should be enthusiastic when you are doing well. However, there are many cases in which the mentor becomes envious, and is upset about your progress.

You should also do your part to prevent this envy. Make sure that you give credit to your mentor. Let her know that a big part of your success stems from her guidance. You can take the person out to lunch, or mention them when giving your promotion speech. In other words, remember those who helped you excel.

Your success will improve to the level that you have mentors helping you along the way. It’s nearly impossible for you to do all the work on your own. Put aside your pride, and seek professional individuals who are enthusiastic about your career growth. If you discover that your mentor is sabotaging your success, it’s your job to cut-off ties and begin the selection process anew.

With the unemployment rate going up, many of us want to keep our jobs. I understand that giving the “pink slip” is no fun, but receiving it is even worse. Even if you are doing good work, it’s still possible for your employer to show you the door – literally!

If your performance is below standards, it’s only a matter of time before the manager calls you in to have a “private discussion.” When you get this call, or a meeting invite shows up in your Inbox, you can expect the worst. At this point, there is little you can do to change decision. It’s time to go.

Knowing the signs that you are near termination will help you plan. While your options with the current company might be limited or nonexistent, you can get a head start with your job search. Experience has taught me that finding a new job is much easier when you are currently employed. If you wait until you’re sitting at home without a job, you are more likely to take any job out of desperation. In other words, the dwindling bank account plays a major role in your decision.

#1: You’re manager is apathetic towards you.

You go to meetings, and your manager shows little interest in you, or in what you have to offer. In fact, the manager will purposely avoid giving you assignments. He knows that your days with the company are numbered, and doesn’t want to waste time training someone else down the road. The work you are given now is mostly operational, which means it’s tedious and adds little value to the department.

#2: The only raise seen on your check is the mandatory COLA.

If you are only receiving the mandatory Cost-of-Living Adjustment increases during the past couple years, while others qualify for bonuses, the writing is on the wall. Your manager has determined that you are a low producer, which makes you part of the bottom 10%. You can expect to lose your job in the next round of cuts.

#3: You have this crazy feeling that others know something about you, but they’re not telling you.

Whether right or wrong, your manager will share confidential information with key people in your department. They might have gone out for a drink, and the manager said something like the following: “Sam is not doing too well. I like him, but he’s not right for the company. I think some tough personnel decisions lie ahead for me.” When your manager feels that way about you and your performance, it’s only a matter of time.

Regardless of the circumstances, you can approach your manager when you sense that you might be nearing the chopping block. In some cases, the manager will direct you to the latest performance appraisal, and ask you to focus on the “areas for improvement.” By having a candid conversation with your manager, you can get a better idea of where you stand.

Getting fired is not the end of the world! In some cases, changing environments can make a big difference in your performance. However, you must be prepared for that eventuality. In other words, leave the company on your own terms.

Becoming a quality employee is far from easy. You must do more than simply meet expectations. Those who produce quality work are both efficient and effective. Even more than that, they do their work despite the many obstacles they encounter. One defining attribute of high-quality individuals is a professional and positive attitude.

It’s easy to spot the top quality people in your company. These men and women are focused on results. They are looking for new and creative ways to resolve problems. When they run into a dead end, they assume the responsibility of finding a solution. While they might seek guidance from their management team, they also propose alternatives.

Here are three strategies to becoming a quality employee:

#1: Seek meaningful work.

Do what you can to get out in front of the pack. Go to your manager and ask for challenging work. Until you take the leap and earn the high-value assignments, you will mingle mostly with mediocre employees.

Once you receive the important projects, create a plan. Determine who must be on your team, and ensure they are assigned work that meets their core competencies. As the leader of the team, roll-up your sleeves, and become a meaningful participant. You cannot watch from the sidelines, hoping everyone will meet the expectations.

#2: Become a Professional Problem Solver.

Do you want to make more money? Do you want to climb the ladder in your company? Do you want to be respected? To do so, you must solve problems. If you want to lead your company, learn to solve even bigger problems.

Avoid an ad hoc approach to problem solving. Make sure to have a plan. Think through the issue, and conduct a root cause analysis. One simple approach is the Socratic method of asking the “5 Whys.” Instead of tackling the symptoms, you want to identify the underlying cause.

#3: Become a professional at everything you do.

A great label you can earn that of a professional person. When others believe that you are both responsible and accountable, they will buy into your vision. You must be able to transfer that enthusiasm and belief to others, and a professional approach is an important first step.

As a professional, avoid pettiness. You are concerned about the impact that Decision A has on Decision Z. In other words, you are a big picture person. You view team members for their ability to contribute to the project, and could care less if they are tall, short, skinny, chubby, white, brown or black.

Resolve today that you are going to focus on improving your overall quality as an employee. To do so, you must think long-term. Start building a foundation that will give you stability in the future. You must have a plan in place, and that initiative begins by focusing on making important contributions to your organization.

Focus on the key result areas (KRAs). If you don’t know the KRAs, schedule a meeting with your manager. Once you have a clear idea of the target, make sure every action and activity is aligned with those goals. To ensure you’re on track, continually assess your performance. When off-track, take corrective action, and get yourself back on the road to quality performance.

We You all want to put our best foot forward. You want to be more than average. You desire challenges. Many of you want to be known as go-to people.

Accepting more responsibility is easier than you think. In fact, so many people turn down these opportunities, providing you with more chances to become a meaningful participating for your organization.

Before making the decision to take on more responsibility, make sure you are prepared for the consequences. Your work will change. In some cases, you will make presentations to top management, and you must be aware that their expectations are different. They are concerned about how the work translates to bottom line success.

If you are ready to accept the challenge, here is how you can become a go-to person:

#1: Get your normal work done right and on time.

You cannot become a go-to person if you are failing to meet your day-to-day requirements. It’s imperative that you become highly skilled in the work that you do. As much as possible, you want to develop processes that make you more efficient. Whenever possible, automate your tasks. If appropriate, you can delegate activities to others. Don’t forget that you are still accountable for the timeliness and quality of the final deliverable.

#2: Stop worrying about the workload.

Top performers do not care about how much work they are doing. Becoming a go-to person means that you are prepared to resolve problems, manage big projects, and respond to risks.

The first step is to understand the problem or issue. Avoid diving into it without first knowing the root cause. Second, take the time identify the key stakeholders. Third, create an action plan, and ensure that you have the most qualified people on the team. You will need to create the momentum. Avoid expecting others to take the lead.

#3:  Be prepared to create your own roadmap.

The work assigned to go-getters is generally complex, requiring a different perspective. For example, you are given the following assignment: Determine why products sales have decreased the last three months in Georgia and Florida. There are many factors to consider here: the problem can be related to poor quality, inadequate sales training, lackluster economic conditions, friction in the supply chain, lack of leadership support, or a combination of these factors.

For many high-level projects there is no plan or roadmap. It’s your responsibility to determine the best approach. You will need to get buy-in from the main stakeholders, and make sure that your recommendations are workable. That means that you are also part of the implementation team.

Not everyone wants to be a go-to person. This responsibility is only for the top 5% of the organization’s employees. Once you decide to assume more responsibility and accountability, you can expect bigger assignments. Even when you fall a little short here and there, your career will progress in a positive direction.

Being a difference-maker for your organization changes you as a person, too. As a big thinker, you are no longer bothered by the petty stuff that is pervasive in most work environments today. You now are focused on meeting the strategic targets that differentiate your organization from the competition. At this stage, the “go-to” title is even more applicable.

In his book, The Qualities of a Team Player, leadership expert Dr. John Maxwell discusses the difference between a subtracter and a multiplier on a winning team. Knowing the difference can determine the success of your organization.

The Subtracter

The subtracter will do whatever possible to sabotage the success of the team. This person complains about team members, ridicules the leadership team, performs below expectations, and creates negative energy. Because subtracters view teamwork as extra duty, they will never volunteer to participate. When assigned by their manager, they express resentment for the additional work and time that is outside the scope of their job descriptions.

The Multiplier

The multiplier is the opposite of the subtracter. Dr. Maxwell mentions that these individuals are committed to enlarging other people. Multipliers value their teammates, and look for the excellent skills they bring to the team.

Forming a high-performing team requires leadership to understand what motivates each team member. Dr. Maxwell recommends asking the following questions of the team members:

• What are their dreams?
• What are their values?
• What are their skills?
• What is their attitude?
• What are the questions of their life?

Get to Know your Team

Creating a high-performing team requires both talent and hard work. It is both an art and a science. An excellent leader takes a macro view of the situation, and looks for individuals who can perform the work required to meet the team’s objectives. The goal is to align the skills of each team member with the required duties. Team members must also have the capacity or bandwidth to contribute to the team.

Once the team is formed, the leader should focus on the key motivators for each team member. By getting to know what is important for every participant, the leader creates an environment of high-trust, transparency, and commitment to excellence. In essence, this attention to detail exponentially increases the chances of the team meeting its overall objectives.

When a team leader is diligent about forming and developing the team, subtracters are nonexistent in the equation.

While on business in Baltimore, I rented a car from Avis. I happen to like the Preferred Member benefit at Avis because usually my car is waiting for me when I arrive at the destination.

The Reservation Process

The Avis website is easy to use. After logging in, I enter the pick-up location, select the car, submit the flight information, and confirm the payment process. One key element in the online rental process is providing the airline and flight number. By sharing this information with Avis, they will know if my flight is delayed, and supposedly the reservation will stay active.

The Flight

Flying American Airlines, I began my journey in San Antonio and was scheduled to make the connection at the Dallas/Fort Worth Airport. On this particular day, the weather changed rapidly for the worse in the Alamo City, and our departure was delayed more than an hour. Sure enough, by the time I arrived at D/FW, my flight to Baltimore was long gone.

The American Airlines agent informed me that I could jump on the 9:15 pm flight, and it would get me into Baltimore at 1 am EST. I wasn’t thrilled because my meeting was scheduled for 8:30 am, but at least I would make it, even if I was a bit tired. Murphy’s Law struck again, and the 9:15 p.m. was delayed until about 10 p.m., which made my arrival to Baltimore closer to 1:40 a.m.

The Rental Car Experience

With my luggage in tow, I found the rental car shuttle, which transported a handful of weary passengers to the rental car center. Because of the preferred status, I proceeded to the display board to search for my name, but the board had only two names: J. Jackson and L. Zimmerman. Since I am neither Jackson nor Zimmerman, I made my way to the Avis counter, which was staffed by one agent.

There were two customers in front of me, but one completed her rental process when I made it to the back of the line. Before the lady in front of me proceeded to the counter, I asked: “Ma’am, do you mind if I ask the agent a quick question?” She obliged, and the conversation went something like this …

Me: “Sir, would you mind telling me where the preferred members can find their cars? My name isn’t on the display board.”

Agent: “Sir, you will have to wait in line until your turn is up. This lady has been waiting to be helped.”

Me: “Sir, I do understand, and she gave me permission to ask you a question.”

Agent: “Sir, you will need to wait your turn. You are not allowed to cut in line.”

The discussion continued for a bit, and I finally decided to keep quiet, knowing this person would only escalate the issue.

The Name Tag Issue

I waited in line for what appeared to be a 20-minute conversation between the agent and the lady customer, mostly related to why she was visiting Baltimore. She disclosed she was there for a wedding, and he peppered her with many follow-up questions about the couple, and the many friends and family who would attend.

When it was finally my turn, I asked the agent for his name because his nametag was not on his wrinkled shirt. After disclosing his name was “John,” he mentioned that my reservation had cancelled because I was more than two hours late. I reminded him that I entered my flight information into the Avis website, and that the delay should have updated in the system to keep my reservation active. It took another 10 minutes to re-create my record, and I was finally on my way to the hotel around 2:15 am.

The Point

When I contacted the Avis manager about the situation, I informed him that John was a stickler for policy. He would not allow me to ask a question unless “it was my turn.” Yet, John didn’t have his badge affixed to his shirt, which is part of the Avis policy. The manager concurred, and was apologetic for the negative experience.

I informed the manager that I was a loyal Avis customer for more than 20 years, and this was the first time I had called about an unpleasant situation. He again apologized, and offered two days free on my rental.

The missing nametag is a symptom of a larger problem. I felt John was unprofessional. He could have handled the situation by saying, “Sir, the preferred desk is closed, and I’m the only agent on duty at this time of night. If you give me one second, I will get you into a car as soon as possible.” This approach is more effective than embarrassing a customer by telling him to get back in line.

On the positive side, I was pleased with the manager and the way he handled the situation. The two free days are less important to me than the professional approach he used when I called the following day. “Mr. Flores, Avis is about providing excellent customer service. When we fall short of your expectations, please let us know so that we can make it right for you.”

This customer-friendly approach will keep me an Avis customer for many years to come.

At a departmental meeting, the boss (Dan) made it clear that he was fighting for their cause with upper management. The problem, though, is that bad news is followed only by more bad news. A year ago, several staff members were let go, and no one has seen a raise for several years.

Believe in Me

This particular department has seen stagnant performance for several years, and most employees have stuck around, mostly because the job market is tight, and they are comfortable in their current position. There is no need to take a chance right now. Too risky!

Here is part of the discussion:

Dan: Look … I’m doing all I can to talk about the good things y’all are doing.

Employee #1: Dan, we need to have our voices heard. When is the last time management considered what we thought? We provide recommendations and ideas, but nothing is done. It’s discouraging!

Dan: I know what you are saying. I go to those meetings and tell them that we are overworked in this department and that we need to approve more hires. I think we will get at least one more by the end of this year. At least one … I hope!

Employee #2: Dan, what about raises? I hear that the leadership team approved bonuses for themselves. This might be a rumor, but I think it’s true. When are we going to get even a cost-of-living-adjustment?

Dan: That is another issue I raised with the CEO. I told her that even nominal pay increases should be approved. She looked at me funny and told me that she would think about it. You have to believe that I’m doing all I can to make things better.

The Fallout

The problem here is that Dan is giving the same message each year. While he claims to be making a difference, status quo is the result. The employees are restless, and many of them are doing just the bare minimum.

When the leadership team fails to listen to its employees, you can expect resentment, anger, and apathy. In essence, employees will do what is required, but nothing more. When an important project arises, no one will volunteer. There is no reason to give more than expected.

Every organization wants to attract the best employees available in the market. However, potential candidates, especially top-notch prospects, have an innate ability to sense a dysfunctional culture. When interviewing, they can sense if the workers feel the organization appreciates them. If they fail to get the right vibes, they will keep looking, which means that the organization must settle for average employees, which will only cause more problems because they are easily influenced by the other disgruntled staff members.

One can make the argument that Dan is indeed trying to make the case for his employees. However, when will they stop believing what he is saying? After five years, nothing has changed. The employees in his department are underperforming and have no incentive to make any improvements.

Until the leadership team pays attention and assumes accountability, the status quo will remain the norm.