Keep Focused on Your “Servant Heart”

/ Ken Blanchard / 4 Comments

No matter who you are, people can come at you daily with their egos blasting. Some egos come from false pride—where they think more of themselves than they should and want more credit for things. Others come from self-doubt and fear—where they think less of themselves than they should and are protecting themselves. How do you deal with these people?

Try to keep focused on leading with a servant’s heart.  It can be part of your daily habits, such as how you enter your day by reminding yourself of the difference you can make in the world. It’s a matter of making a habit of practicing a helpful attitude when you are interacting with people. The question you want to keep top of mind is, “How can I help?”

For instance, if someone comes to you and says, “I’m sick and tired that nobody seems to notice my contributions around here,” you could say to that person, “What I am hearing from you is that you don’t think your work is appreciated. I think you are doing a wonderful job on …” and then be very specific as to what that person is doing right.  After that, ask, “What can I do to help you get over this feeling of not being important enough? How can I help you through this?”

Or, if someone is coming from fear and saying, “I can’t believe it, I just got another project dumped on me and I don’t have time in my day to work on it,” let that person know you understand by saying something such as, “Wow, I can hear that you’re really overwhelmed right now. Is there a way I can help you with this? Is there anyone I can talk to that might be able to partner with you?”

A phrase I like is lead with your ears.  Really listen to the person you are interacting with and see if you can respond in a caring and heartfelt way. When you ask the question “How can I help?” you’ll be amazed at how quickly it can diffuse the frustration another person is feeling.  It can make an immediate difference to upset or fearful people just to know their concerns are being heard. By leading with your servant’s heart, you will set an example others can use to get away from their egos, move forward, and make a positive difference in someone else’s day.

How to create Raving Fan customers

/ Ken Blanchard

To have a successful business, you don’t want satisfied customers—you want Raving Fans. I wrote a book with the title Raving Fans along with Sheldon Bowles from Winnipeg, Canada. Our belief is that you don’t want to simply satisfy your customers. You want to treat them so well that they are blown away—that they brag about you. The way to do that is to think about the customer service experience you want them to have.

In the 1970s when all the gas stations were switching to self-service gasoline, Sheldon started a chain of full-service stations called Domo Gas. Sheldon said, “Most people don’t want to go to the gas station unless they have to, so I want to give them the best service, the quickest service, and the friendliest service.” So his vision was that if you came to one of his stations, it would be like going to an Indianapolis 500 race pit stop. He hired housewives and retirees and had them all wear red jumpsuits. When a customer came in, several attendants would race out. Someone checked under the hood. Someone pumped the gas. Someone washed the windshield. Someone opened the car door, handed the customer a newspaper and a cup of coffee, and asked the customer to step out so they could give the car a quick vacuum. Do you think Sheldon made a difference across Canada? You’d better believe it! Because he didn’t just have satisfied customers, he had Raving Fans. Everybody talked about the experience of going to one of his gas stations and how they were treated.

So don’t just satisfy customers—think of how you can really blow them away and turn them into Raving Fans.

What do you do with a high performing employee whose values don’t line up with the organization?

/ Ken Blanchard / 3 Comments

It’s just a fact of human nature – Not everyone has the same set of values. But what should you do if you discover that one of your high performers is a values mismatch with your organization?

There are two aspects to evaluating people: One is performance and the other is citizenship—whether people are operating closely in relation to your values.

If a person is a lousy performer and also not a good values match, that’s an easy decision. The tough decision is what to do if you have a high performer who’s just not a good citizen—this person is not following your values. What do you do?  Well, if your values are important, you have to deal with it.

A few years ago we fired our top salesperson. That really sent a message out. He was a great performer, but our number one value is ethics, our number two value is relationships, number three is success, and number four is learning. He was focusing all his energy on the success value. He was doing stuff that really wasn’t right and he was stepping on other people’s toes. We talked to him and tried to work with him, but finally decided we needed to share him with our  competition.

Remember: If you don’t deal with a values mismatch and you just let it go, pretty soon your people will say, “Those values are on the wall but they don’t mean anything.” Don’t let that happen in your organization.

Are you delegating or abdicating?

/ Ken Blanchard / 3 Comments

There’s an important difference between delegating and abdicating. When you delegate to someone, you give them responsibility for something, but you stay in the information loop. Abdicating is when you give somebody responsibility and then you disappear and you’re not in the information loop. Then what happens? All of a sudden someone says, “Do you know what’s happening?” Now you have become the classic manager of all time; what I call the Seagull Manager. You fly in, make a lot of noise, dump on everybody, and fly out. Why do you do that? Because you didn’t know what was happening in the first place.

If you’re delegating, you’re turning over responsibility to someone else, but you’re still in the loop so you know at what point you might need to get involved again and maybe help in some way. But if you turn your back on the situation, you have abdicated and you are helpless. You become a seagull manager. And remember—people don’t like to be dumped on when you haven’t been around.

So delegate, don’t abdicate. People don’t mind you being in the information loop because then they can get your help when they need it.

Use This “Ethics Check” to Ensure You Make Ethical Decisions

/ Ken Blanchard

Unethical leaders always seem to be in the news these days, which raises the question:  How can you be sure you are leading in an ethical way?

I was fortunate enough to be able to work with Norman Vincent Peale, the great author of The Power of Positive Thinking, on a book called The Power of Ethical Management.  We had a wonderful “ethics check” in that book that I would love to share with you. It will help you make sure you’re doing the right thing.

There are three parts to the ethics check. The first part is this question:  Is it legal?  And by this we mean not only within the legal system, but also within organizational policies. A lot of people will stop there, and I think that’s where they get into trouble—they think it’s fine to do something as long as it’s not illegal. But the two follow-up questions in our ethics check are essential. The second question is: Is it fair? Is it fair to everyone involved if we do this?  The final part, if you make it through the first two, is a self-esteem question:  If you do this, how will it make you feel about yourself?  Would you be proud to have it published in the local newspaper?  You might also think about whether you would like your friends to know. How about your kids or grandkids?

We use this ethics check in our company all the time. For example, a number of years ago, a person in our Accounting department came to my wife Margie and said, “We have a potential ethical problem with Ken’s travel. He’s going to five different cities this week, and the contract with each client is that they pay round-trip airfare from San Diego and back. How should I bill it?”  So Margie said, “Let’s think. Is it legal to charge each of them for a round trip even if you are going from one city to another and not going back to San Diego until the end? Sure, it’s legal, because they signed the contract.  Is it fair to all involved?  Of course not! That wouldn’t be right. And if we do it, how would it make us feel about ourselves?” Margie continued, “I wouldn’t want it published in the local newspaper that the Blanchard companies made a lot of money on overcharging their clients for travel expenses!”

What a wonderful way to consider whether something is the right thing to do. Is it legal? Is it fair to all involved? And if you do it, how will it make you feel about yourself?  Use these three little questions frequently, and they will help you stay on the right track.