Why is it important to use coaching skills if you want to be an effective manager? Because when people get the coaching they need, they perform better. Managers who provide day-to-day coaching have more effective teams, grow and retain their key people, and experience higher productivity overall. Makes sense, doesn’t it?
Over the years when I’ve asked people to describe their best boss ever, they often say it was a manager who helped them be successful in their role through coaching. It is important to set clear goals with your people, but it is critical to then use coaching skills such as
- asking what they need from you to reach their goals,
- listening with the intent to learn, and
- working closely together to solve problems.
Coaching is the key to building a trusting work environment and improving the competency of your staff. Remember, your most important job as a manager is to help your people succeed.
In the short video below I share a story of how, as a college professor, I used coaching skills to help students get an A in my course.
Please give coaching a try. I know when you make coaching a priority, you’ll help your staff improve performance levels.
When was the last time you received customer service that was so great you wanted to tell others about it? Okay, now what about the last time you had a really bad experience as a customer? My guess is that the bad experience will pop into your mind a lot more easily than the good one.
People have always shared customer service stories, good and bad, with each other. But as we all know, these stories are no longer confined to a small circle of friends. Social media has made it easy for both kinds of stories to be shared with hundreds or even thousands of others with a few keystrokes. And many people make their buying decisions based on reviews they find on websites. So as a business owner or manager, how can you ensure you are delivering service that delights your customers so much that they want to brag about it to their friends?
Through the years I’ve learned how even the smallest effort or the simplest change in policy can make a positive difference to an organization. That’s why I’m so excited about the re-release of The Simple Truths of Service—a charming little book I wrote with Barbara Glanz. It is filled with true stories about simple acts of service that build customer loyalty. Barbara and I collected these stories over the years and compiled them into an easy to read book that will spark your imagination about how simple it can be to create loyal customers. It will inspire you to realize that every single person in your company—even you—can make a difference.
The first story is the heartwarming tale of Johnny—a bagger in a grocery store whose one act of kindness transformed the level of service in the entire store. It is proof that a simple message from the heart can sometimes have more power than a company-wide marketing strategy. More true stories follow—all great examples of heartfelt, caring service that turned regular customers into raving fans.
I’ve said for years that if you don’t take care of your customers, somebody else is waiting, ready, and willing to do it. The best competitive edge for a business isn’t their product or their price. It’s how they treat their customers. Make a point of giving your customers a service experience they will remember and share with their friends. You may end up with a story you can brag about!
Learn more about The Simple Truths of Service, or order your copy at Amazon.com.
Trust has taken a hit lately in all facets of our lives, but especially in organizations. A dwindling level of trust between workers and leaders is one of the unfortunate consequences of financial mismanagement and economic meltdown within the working sector.
So, how can you tell whether or not your people trust you? Watch what they focus on. Do they pay more attention to their work—or to you? If they seem to be focusing more on what you are doing than on their own tasks, chances are they don’t entirely trust that you are there to help them succeed.
Make it clear to your staff that you are there to help and encourage them, not to judge them or nitpick their efforts. When you help people understand that as their leader, you work for them and will do whatever it takes to support and encourage them, they will be more empowered, innovative, and productive. And that’s a win-win for everyone!
A few weeks ago, my blog focused on leading by values and the importance of communicating your organizational values clearly and constantly. Another critical element for leaders to practice is what I call walking your talk. Leaders must make every effort to become living symbols of their organization’s value system. Walking your talk means that your company values act as a set of guidelines for decision making, problem solving, and general day-to-day business operations.
For this process to work, you need a method of identifying gaps between values and behaviors. One way is to describe what the current situation is and what you want the desired situation to be, and to document action steps for making the change. Let me share an example from our own company.
We used to have a conflict at the end of each month among our sales, accounting, and shipping departments. One day, we brought representatives from each department together to discuss the issue in a fact-finding meeting. What we learned was very interesting.
The cause of the problem was a compensation policy stating that a sale couldn’t be credited to a sales person’s goal until the product had been shipped and billed. Since every sales person received bonuses based on monthly performance, they wanted every order fulfilled by the last day of the month—even the last-minute orders. This put extreme pressure on the shipping and accounting departments. In fact, in some cases people in those departments were working twelve-hour days at month end.
When everybody put the issues and their personal perspectives on the table and began to work on solutions, it actually became quite easy to eliminate the pressure caused by this policy. The group worked together to develop a new solution for dealing with the end-of-the-month workload crunch. And our corporate values provided the framework for the team to work together when solving the issue.
It would have been easy to continue to recognize the revenue at the expense of the people. However, Relationships was a corporate value—and making some people work twelve-hour days wasn’t honoring that value. Our leaders and teams walked their talk and restructured the process to honor both regular working hours and sales goals. The solution recognized the importance of both people and results.
Ignoring this issue would have put corporate values at risk—but using the values to solve the problem fortified their importance.
Think about situations that need to be improved in your organization. Then use your values to drive conversations and do the right thing. Leading by values is a continuous journey—and it is never too late to start walking your talk.
I write and speak a lot about the importance of having strong corporate values. I believe when a company is truly leading by its values, there is only one boss—the values.
In light of this, I challenge you to think about something: Are you truly leading by your values?
Now, don’t worry, I’m not underestimating your own personal importance as a leader in an organization. I’m asking you to consider whether your organization’s values are ingrained in such a way that they provide guidelines for daily communication, decision making, and problem solving. Do your people use the values consistently to make decisions for the good of the whole organization instead of for one department or individual? Do your people participate in valuable, honest discussions because they know they are operating in a safe environment? Do your people take pride not only in the organization as a whole, but also in their role in the company? Do your people consider the company values to be actual rules of operation, not just suggestions?
One way to ensure that your core values serve your organization well is to communicate them to people clearly and constantly. We recently revised our values at The Ken Blanchard Companies in a collaborative process that invited participation from every person. The values were defined, approved, and announced at an all company meeting. A dedicated team developed a plan to roll out the values to our people over a period of several months by focusing on one value each month. This helped everyone develop a deeper understanding of each value so that they were able to incorporate the behaviors of the values into their daily actions.
The team used standard communication methods such as creating posters for office walls, plaques for every person’s desk, a document that listed each value along with examples of congruent and incongruent behaviors, and a Facebook group. But they didn’t stop there—they took the launch much further. For example, one of our values is Focus and Clarity. The team arranged for all-company webinars that detailed how to set clear goals and focus on goal achievement. Then they held an activity where people could learn archery. Believe me, when you are aiming an arrow at a target, you experience the importance of focus and clarity! Each month, creative activities like these have provided a different way for people to embed the respective value into their own belief system.
I encourage you to consider how your company values are communicated to your people. Are they buried away in a manual—or are they a part of everyday conversations, decision making, problem solving, and planning? Leading by values means stating and restating your organization’s values until they become second nature. This creates a secure, nurturing work environment where people thrive—and where values rule.