Tim Russert – A passion for life!

“Do what you love, love what you do and deliver more than you promise.”

– Harvey Mackay

Tim Russert did all of that and more – a lot more… He delivered much more than he promised.

The diagnosis that the cause of his death was from an enlarged heart is certainly appropriate.

Mr. Russert’s passing has hit me hard. I am a “political junkie” and it will be difficult to get through the presidential election campaign without his guidance and insight. Above all, we will miss his never-ending (it seemed) enthusiasm for the political process.

The New York Times’ obituaryfor Mr. Russert includes this vignette:

“Mr. Hunt, of Bloomberg News, said that in one of the last of their nearly weekly conversations, early this month, he and Mr. Russert relished the opportunity to cover this year’s presidential campaign. As his old friend recalled through tears Friday, Mr. Russert marveled, ‘Can you believe we get paid for this year?'”

“Do what you love; love what you do and deliver more than you promise.” – Harvey Mackay

What a great outlook on life and work and family.

There have been so many wonderful tributes to Mr. Russert. He influenced so many people. He was always “there” for them at important points in their lives – and our lives. He was a guiding force. He was always “present” … and now he is gone.

It is rare indeed to witness someone who truly loves every minute of life. Mr. Russert did. He always lit up a room or a television studio. He elevated the conversation. He raised all of us up – to a higher standard. He was truly a “force of nature.”

I will miss him. I will miss his passion, his energy, his professionalism. I will remember the words of encouragement that he offered his colleagues, “Go get’em pal!”

 

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How to acheve success by failing

“Would you like me to give you a formula for success? It’s quite simple, really. Double your rate of failure.

– Thomas Watson, Jr. President of IBM (1952 – 1971)

Business Week Magazine has an interesting article titled, “Why Failures Can Be Such Success Stories.”  Along with an accompanying slide show, the writer details the multiple failures of many famous people and explains how and why they were able to rebound from a potentially debilitating experience:

  • Basketball superstar Michael Jordan was cut from his High School team.
  • Walt Disney was fired from his newspaper job because “he lacked creativity.”
  • Jack Welsh, former CEO of GE, literally “blew the roof” off a building because of a failed experiment early in his career.

What drives these people – and thousands of others just like them – to succeed? Why didn’t they just sink into the floor and seek cover from their mistakes?

“Anyone who has never made a mistake has never tried anything new.” – Albert Einstein

That’s one explanation. And quite acceptable – in a clinical sort of way. Theoretically, I can accept the need to learn from my mistakes. And I have – made many mistakes – and learned from many of them.

What is more complex is the “blow to the ego” that usually accompanies a colossal failure. It is not the mistake, per se, that matters. It is how we personally react to the mistake. What we learn about what went wrong is important. But… what we learn about ourselves – and our reaction to the failure – is what determines our success – or our potential failure.

“We need to teach the highly educated person that it is not a disgrace to fail and that he must analyze every failure to find its cause. He must learn how to fail intelligently, for failing is one of the greatest arts in the world.” – Charles Kettering

What we can teach – others and ourselves – is the concept of “self-efficacy.”  Resiliance. The ability to bounce back after a failure. Learning how to look ahead and learning from your mistakes. Learning not to view mistakes as a personal failure.  To quote from Douglas MacMillan’s Business Week article:

“While self-efficacy is akin to other aspects of positive thinking such as self-confidence and self-esteem, it relates in particular to self-assurance about being able to excel at a particular task rather than to a person’s overall self-image. When failure strikes, people with high self-efficacy learn from their errors and strengthen their resolve to succeed.”

“Self-efficacy” is a trait that can be learned. It is a trait that leaders learn. It is a trait that leaders teach to others. A trait that they help to nurture in others – personally and organizationally.

How? How do you teach “self-efficacy?” By coaching and mentoring your staff. By offering constructive feedback on a continuing basis. By teaching people to “fail intelligently.” By teaching people how to succeed – by failing.

“Most people would learn from their mistakes if they weren’t so busy denying that they made them.” – John Hays

 

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Practice your responses

“Practice doesn’t make perfect, nor is it supposed to. Practice is about increasing your repertoire of ways to recover from your mistakes.”

– Joan Gutin

Mistakes happen. And… they will continue to happen in the future. But… it is a huge mistake if you fail to learn from your mistakes. Especially in the way that you respond to your mistakes.

What can you anticipate? What is likely to occur? How will you respond when it does occur?

Have you thought about your response? Have you practiced your response? If not, why not?

Originally, I planned this post as a follow-up to my previous one – “Why do politicians fumble Q & A sessions?  But then, I thought about this in a broader sense. I am constantly amazed to observe the number of people who:

  • Fail to anticipate sales objections – and to prepare their response.
  • Fail to address risk factors for their projects – and lack a Plan “B” to go forward when they do occur.
  • Fail to offer coaching and feedback to their staff – and wonder why they don’t achieve better results.

It is one thing to anticipate events and to prepare a plan to address to address them. It is quite another to actually practice the words that you will say during your response. To articulate them. To speak them aloud – and with confidence and conviction!

Words alone are insufficient in getting your message across. How you speak the words – your tone of voice – is the key to how your words are received and acted upon.

When I hear a politician – or any speaker – stumble over their words during a Q& A Session, I question their sincerity. I question their truthfullness. I question them.

Why? Because I get the feeling that they are “making it up as they go along.” That their response will be different the next time that they are asked this same question.

It is not what you say but, rather, how you say it that counts.

Let me give you an example. I am a musician. I can play a piece of music on the piano – hitting all of the correct notes. But, my performance will be flat and uninspired if I have not practiced – and internalized – my interpretaion of those notes. I need to practice not just hitting the correct notes, but also striking the right tone – for that piece and for my audience.

Speaking is no different. Sales is no different. Asking your staff to change is no different.

Learn how you can be different. Practice your responses!

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The difference between what and how

“Once the ‘what’ is decided, the ‘how’ always follows. We must not make the ‘how’ an excuse for not facing and accepting the ‘what.'”

– Pearl S. Buck

I train a number of clients to improve their project management skills. The first – and most important – step in the process is to clearly identify and agree on the ‘What.’ What problem, exactly are you planning to solve? What opportunity, exactly, are you planning to take advantage of?

You define the “what”  – your goal – by asking a series of questions that begin with the word “Why.” One popular methodology is to use the question and answer system known as “The 5 whys.” Asking and answering a series of “why” questions will enable you to get to the “root problem” that you are planning to solve.

The root problem is your “What.”

Unfortunately, many projects fail because we are too anxious to start working on the “how.” And as Pearl S. Buck cautions us, “we must not make the “how” an excuse for not facing and accepting the What.”

“Our plans miscarry if they have no aim. When a man does not know which harbor he is making for, no wind is the right wind.” – Lucius Annaeus Seneca

What is our goal? What is our real problem / opportunity? Is everyone on your team able to answer these questions clearly? Do you all agree on “why” this problem / opportunity is important to solve or pursue?

If not, this is the likely scene in your place of business:

“A lot of people run full speed with incredible urgency in the wrong direction.” – Justin Menkes

Ask simple, strategic questions. Then listen to the response. If the response only reveals the explicit reason – the symptom – then continue to ask questions, and listen until you discover the implicit reason – the root cause of the problem. The late, great management guru Peter Drucker said it best:

“My greatest strength as a consultant is to be ignorant and ask a few questions.”

Once you agree on where you are going, determining how to get there becomes much easier. There will always more than one way to reach your destination – the ‘What.’ Never allow discussion of the ‘how’ to precede or interfere with your rigorous pursuit of the ‘What.’

In my training classes, we work several exercises around Rudyard Kipling’s poem, “”Six Honest Serving Men.”

“I keep six honest serving men

(They taught me all I knew);

Their names are What and Why and When

And How and Where and Who”

Learn to ask questions. Listen. Understand the difference between the “What’ and the ‘how.’ Lead with the “What” and manage the ‘how.’ 

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5 Leadership Tips

I’d like to share an excellent post that I found on the TechRepublic Website. John McKee wrote it – “5 CEO’s best leadership tips.” Read it. It is concise and gets straight to the point – just like a good quotation.

Here are the 5 tips – followed by a quotation that I have selected to build-on each point:

  • Focus on the real world.
    • “After you’ve done a thing the same way for two years, look it over carefully. After five years, look at it with suspicion. After ten years, throw it away and start all over.” – Alfred Edward Perlman
  • Don’t get emotional.
    • “The true test of character is not how much we know how to do, but how we behave when we don’t know what to do.” – John Holt
  • Good leaders exhibit great calm.
    • “Knowing what’s the right thing to do is usually easy, but consistently doing the right thing in the face of adversity is something else.  That is the true test of character.” – Judith Molloy
  • There is always more time than it seems.
    • “The importance of a decision is not what it will cost but how difficult it will be to reverse.” – Peter Drucker
  • Even a weak manager can look good with a great team.
    • “None of us is as smart as all of us.” – Roy Disney

I appreciate a writer who gets straight to the point. John McKee does so in this article. He organizes the key characteristics of leadership into a list. A list is selective. A list helps us to remember key points. Quotations distill important concepts down to a few words. Quotations are also memorable. That’s why I like them and use them often.

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Great Expectations – Great teachers make the difference

“If you treat people as they are, they’ll be what they are.  If you treat them as they could be, they’ll become what you want them to be.”

– David Maurer

I was inspired to write this morning by Carmine Gallo’s Column in Business Week Magazine: “A Teacher’s Lessons for Business Leaders”. This is a story about an exceptional teacher, Ron Clark and how he made a difference in the lives of the students in his Harlem, NY fifth-grade class.

“Ron Clark taught elementary school in North Carolina. After watching a program about a New York City school that had a hard time attracting qualified teachers, he decided to head to New York with the goal of teaching in one of its toughest schools. Clark eventually landed a job doing just that—in Harlem. He asked if he could teach a class of fifth-graders who had been performing at a second-grade level. The school’s administrators wanted to give him the gifted class, but Clark insisted on the underperforming students. In one school year, Clark’s fifth-grade class outperformed the gifted class. Clark became Disney’s teacher of the year, a best-selling author, an Oprah guest, and the subject of a made-for-TV movie, The Ron Clark Story, starring Matthew Perry.”

I didn’t know about Ron Clark before today. But I have had several Ron Clark’s in my life. A teacher or mentor who had a strong belief in my abilities. Someone who knew that I was capable of doing more than what I was producing. Someone who opened a door – that I didn’t even knew existed – and pushed me across the threshold.

The teachers and mentors who most influenced my life and career never told me “what” to do. They inspired me to learn more, to do more, to become more curious because they showed me “why” it mattered.

And so it is with Ron Clark and his students. (A further quotation for the Business Week article:)

“Explain why before how. “It’s not enough to set a goal,” Clark told me. “You need to tell your students why it’s important to reach that goal. For my students, it meant a better future. I told them why they needed to know a certain subject, how it would be an advantage to them in their lives.”

When it comes to inspiring your employees, the “why” is also often more important than the “how.” Why should they exceed quarterly sales goals? Why should they improve customer service scores? Show your team how accomplishing these goals will improve their lives as well as the lives of those around them.”

Ron Clark was named the Disney Teacher of the Year 2001.  One of my favorite quotes comes from Walt Disney:

“If you can dream it, you can do it. Always remember that this whole thing was started by a mouse.”

I needed help to achieve my dreams. I was fortunate to have loving parents, teachers and mentors to help me along the way. Now it is my turn to do the same.

On my website, I pay tribute to my parents and mentors. Here is a link to the videos.

“Some people come into our lives and quickly go. Others stay awhile, make footprints on our hearts and we are never, ever the same.” 

– Anonymous

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People, Products and Price

“People are definitely a company’s greatest asset. It doesn’t make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.”

– Mary Kay Ash 

You can compete on price – and most often you will lose (both customers and profits.)

You can compete on products – and sooner rather than later, a competitor will match your selection or copy your technology.

Or …

You can compete by hiring the best people and investing in their development.

The latter is harder to do. But done correctly, it gives your business the best competitive edge. If it is hard for you to develop an outstanding staff, think how difficult it is for your competitor to do. Your people do make the difference – but the leadership of the company has to be invested in hiring and developing the best people possible.

One company that owes its success directly to its investment in its people is Enterprise Rent-A-Car. I was reminded of this twice recently:

  1. When I rented a car on my last trip – I enjoy having their employee walk me out to the car for a final inspection before handing me the keys.
  2. Reading a post on the Brand Autopsy Blog.

Here are the 8 criteria that Enterprise uses in their hiring practice:

ENTERPRISE RENT-A-CAR
Critical Customer Service Skills

1. A passion for taking care of customers.
2. A willingness to be flexible.
3. A work ethic based on dedication to the company and its mission.
4. An eagerness to learn a new business and work their way up.
5. Self-motivation and goal-orientation.
6. Persuasive sales skills.
7. Excellent communication skills.
8. Leadership ability.

Source | EXCEEDING CUSTOMER EXPECTATIONS (Kirk Kazanjian)

It is not enough to just spot this potential when you are hiring staff. Each of these 8 qualities must be developed – and that require leadership. And… it requires a company culture that expects, rewards and embodies each of the 8 qualities.

How does your business stack up?

How do you compete? On price? With your product? Or with your people?

Share your story or your experience with our readers. Add your comments below.

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Learning from Experience

“Life is a succession of lessons which must be lived to be understood.”

– Ralph Waldo Emerson

sales-autopsy.jpgOn a recent airplane ride, I passed the time by reading “Sales Autopsy: 50 Postmortems Reveal What Killed the Sale,” by Dan Seidman. A very humorous book. And instructive. Humorous, because some of these tales of botched sales are truly “over the top” Instructive because we learn more from our mistakes that we can from our successes. And Seidman does a good job of deconstructing the tale of each lost sale and turning it into a “lessons learned” opportunity.

However… our natural tendency is to look at the mistakes that others make and to say either, “that could never happen to me,” or “there, but for the grace of God, go I.”

We can learn by studying the mistakes that others make. But we only advance when we candidly study our own behavior with the intention of seeking continuous improvement. Self-assessment leads to self-improvement. The key questions to ask ourselves are:

“What worked – and why did it work?”

“What didn’t work so well – and why not?”

“What can I do to prevent this from recurring?”

“What have I learned- and how can I incorporate this knowledge?”

Project managers are taught to conduct “post-mortem” meetings at the conclusion of each project. “What lessons did we learn during this project?” Project managers are trained to document these lessons learned so that future projects will benefit from this body of knowledge.

Within the first five minutes of each CSI: Las Vegas, New York or Miami episode we are inside the autopsy room. Most of the evidence that drives the investigation comes from an examination of the corpse. The clues are there. But we have to be trained to know what to look for. And skilled in how we apply that information.

The CSI team is trained not to jump to conclusions but rather to follow the evidence. Follow the same routine when you perform your sales autopsy. Examine the evidence. Follow it to the root. Find the real reason why you lost the sale.

You made the sale? Great! But, before you go off for a well-deserved celebration, stop…! Do a sales autopsy. Look for the clues. What steps did you land the sale? What questions did you ask? How well did you listen to the answers? What questions did you use to follow-up? How did you demonstrate the use of the product? What approach did you use in closing the sale?

What did you learn as a result? How will you ensure that you utilize these lessons learned in the future?

“Everyone thinks of changing the world, but no one thinks of changing himself.”

– Leo Tolstoy 

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Starbucks – This is Not About Training

starbucks-closing-stores.jpgI applaud the leadership of Howard Schultz, the CEO of Starbucks. As you may know, Starbucks closed all 7,100 of their stores yesterday for a 3 1/2 hour training session. Here is a short excerpt from Mr. Schultz introductory remarks:

“This is not about training,” he said to his employees, looking somewhat somber. “This is about the love and compassion and commitment that we all need to have for the customer.”

I like to remind myself that “A business without customers is not a business.” Customers define your business. Attracting and retaining customers is the number one job of every employee. Starbucks is selling much more than coffee. It is selling the “Starbucks Experience.”  And recently, customers – as well as the CEO – have found that experience to be lacking.

Mr. Schultz and others had a mission and a vision to elevate coffee from a commodity (10 cents a cup and free refills) to a lifestyle choice. He wanted to recreate the experience he enjoyed on a trip to Italy, sipping espresso in a cafe. He wanted to create a sensual experience for customer when they visited a Starbucks location. He wanted to create a sense of theatre as the barista prepared each special beverage. He wanted the exchange between the barista and the customer to be personal.

This is what Mr. Schultz had to say  (in a recent memo) about the present state of Starbucks:

…one of the results has been stores that no longer have the soul of the past and reflect a chain of stores vs. the warm feeling of a neighborhood store. Some people even call our stores sterile, cookie cutter, no longer reflecting the passion our partners feel about our coffee. In fact, I am not sure people today even know we are roasting coffee. You certainly can’t get the message from being in our stores.

Definitely time to wake up and smell the coffee!

I promised to go out to my local Starbucks first thing this morning in order to observe any immediate changes as a result of yesterday’s training. It’s now time to go … I’ll report on my experience later today.

Let me know what you think on this topic. Share your experience with our readers.

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Closing Your Business to Work On Your Business

News Flash! Starbucks is closing all 7,100 of their USA stores today at 5:30P.M local time! Incredible!

Except … They are not permanently closing up shop. That would be drastic!

Rather … They are holding a 3 1/2 hour mandatory, company-wide training session for all 135,000 store employees. That is dramatic!

That takes guts! And Howard Schultz, the founder and CEO has consistently demonstrated his vision and leadership. We know he has guts!

(Click here to read more about this dramatic event.)

I am sure that many business owners are saying, “How much is that going to cost them to close down all stores for 3 1/2 hours?”

The bigger question – one that I am sure they will be addressing during their training session – “How much will it cost Starbucks if we don’t invest the time to restore our enthusiasm, improve our service and revisit our company’s culture?”

Starbucks has two choices :

  1. Allow themselves to sink down and accept that they have become a commodity as they face increased competition.
  2. Rejuvenate themselves through special training. Re-visit what they must do to elevate the “Starbucks Experience.”

Happily, they chose Option #2.

Whatever short-term loss they have in lost revenue will be gained back in long-term profits and improved customer loyalty.

Here’s my resolve – First thing tomorrow, I am visiting my local Starbucks to see first-hand how they have changed as a result of today’s training!

I realize that it will take some time to rebuild the romance of the “Starbucks Experience.” I am eager to watch it evolve!

What do you think about this? Please add your comments below. This is a great topic for discussion!

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