Global Leadership Summit 2018: Angel Ahrendt’s Leadership Thoughts

Angela Ahrendts

During her interview with John Maxwell, Angela Ahrendts had a few words to share about leadership through her own personal experiences at Apple Retail.

  • Understand your core values and live these out. They will be your strengths from which to lead.
  • When interviewing a candidate evaluate for four characteristics:
    • A “we” versus “me” perspective
    • EQ vs. IQ
    • Cultural fit
    • A tomorrow versus today or yesterday mindset
  • Trust your intuition and how you feel about people.
  • Work on culture, because culture creates the brand.
  • When developing a brand ask:
    • Why are we doing it?
    • What is the deep purpose?
    • How are we going to do it?
  • How well people know you care is directly related to how you make them feel.

My opinion on branding is that it has to be relevant to the times and have the ability to inspire for the future. A brand should focus on how people feel about it and its purpose.


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at sandra.s.dillon@hotmail.com or by visiting her website at www.shinecrossings.com

Global Leadership Summit 2018: Greg Groeschel’s Leadership Message

Having just returned from a week in Bogota, Colombia, teaching, training, and discussing leadership in some of the poorest neighborhoods, I was refreshed by the speakers and their messages at Global Leadership Summit (GLS). GLS is one of my favorite annual leadership conferences, because a pool of talented global business and ministry leaders share their learnings and research on how to be a better leader.

Greg G1

A major theme that resonated with me during this year’s 2-day event was the unabashed embrace of failure as part of a leader’s experience and growth. Many top speakers shared their vulnerable stories of personal failure, emphasizing how failure was part of the journey that grew them into the leadership role they had today. In my opinion, shining a light on failure and how it can be used as a tool for future leadership success was long overdue.

In these times, failure is deemed a sign of weakness. Many people wear the embroidered scarlet letter “F” not on their lapel but on their mind. People go to great lengths to diminish, excuse, deny or hide failure. Helicopter parents were born out of the fear that their children would fail. The sad truth is that failure is inevitable if you take any risk. How refreshing for some of today’s leaders like Danielle Strickland, David Livermore, Erwin McMannus, Danny Meyer, Carla Harris, and Angela Ahrendts to share powerful stories of failure and great success.

If you didn’t attend GLS 2018, be sure to sign up for next year’s summit, read what Greg Groeschel had to say about leadership, and stay tuned for more summaries of top leaders you missed this year.

  • Bosses believe they need to get better at technology and finances. On the other hand, polled direct reports say their bosses need to get better at leadership and emotional intelligence. Employees are more concerned with: (1) Where are you taking me? and (2) How are you treating me?
  • Great leaders steward power for the benefit of others, have profound humility by believing they can learn from others, and have furious resolve.
  • People follow leaders who value them, inspire them, and empower them.
    • Value people by saying, “I notice…” and “You matter…” Appreciate people more than you should by saying it, showing it, writing it, and celebrating it. Make people feel important.
    • Inspire employees by being a centered leader who is secure, stable, confident, fully engaged, purpose-driven, reflective in behaviors, has a mission, and lives out consistent values. The payoff is that inspired employees produce twice as much as satisfied ones. Employees may not know when they are working for a centered leader, but they sure know when they are not. Inspired people also want to work for a vision bigger than the business that can transform a job into a calling.
    • Empower people to unleash higher performance. You can have control or growth by you cannot have both. When you delegate tasks, you create followers, and when you delegate authority, you create leaders. Don’t put a lid on your employees. Leaders only make the decisions they can make and delegate all others to the organization. The best leaders make fewer and fewer decisions and frequently say, “You decide…” If you don’t trust your team you are either too controlling or you have the wrong people. Either way, the problem is yours to solve.
  • People look for a leader to be honest, have integrity, and be vulnerable. Great leaders have the courage to be real and transparent.

As you reflect on each of these key messages, which one do you believe you could improve upon most and that would make a difference in your leadership capacity?


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She works with individuals and businesses as well as designs and facilitates workshops to empower people. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at sandra.s.dillon@hotmail.com or by visiting her website at www.shinecrossings.com

Leadership Strategies: Target Your Message to the Right Sense

5 senses


People were created with five senses, although a few may claim they have a sixth sense. If you’re blessed with this intuitive sixth, you may not need read any further since you’ve probably already put into practice the concept to follow. For those who rely mostly on their core five, you may achieve greater influence if you tailor and direct your message toward the sense your intended receiver relies on most.

Leadership is about influence, and in many cases, influencing means getting people to see your point of view, do specific things, change behaviors, and think in different ways. Communication can be in the form of written, dialogue, and immersion into a situation to gain firsthand information. What many leaders may not realize is that each person has a preferred method by which want to receive information, usually because they process it more effectively in that format.

Although these preferences are individualistic, in my experience there also appears to be preferences by generational cohorts. Millennials seem to prefer visual communication based on how they learned via video technology. GenX, who grew up using PowerPoint as a primary business tool, typically prefer written communication to read over and digest. The Baby Boomers and older prefer to talk in person, or if necessary, have a conversation over the phone. They remember the days when a 20-ft telephone cord helped them stay connected with friends and family dinners/conversations were mandatory seven nights a week.

Regardless whether people fit their generational cohort, they typically give clues in how they prefer to receive information based on the words they use to start their responds. When people responds with “see” and “looks” as in “I see why” or “It looks good,” most likely they prefer to receive information visually.  Even if they heard the information, they will tend to respond with “It looks good.”

People who prefer auditory will likely respond, “I hear you.” Then there are those who say, “I feel…” as they weigh how people will feel about the decision. More women than men typically say “I feel…” when expressing their opinion, with men preferring to opt for “I think…” or “I believe…” If you provide information in the format that the receiver prefers, you may be more influential in your message.  What’s your preferred sense?


About the Author: Sandra Dillon is a professional coach with an extensive background in leadership and business coaching. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people be the best versions of themselves. You can learn more about Sandra or engage her as your coach by reaching out to her at sandra.s.dillon@hotmail.com or by visiting her website at www.shinecrossings.com

How Can Coaching Help Your Small Business?

Sandra Dillon: May 18, 2018


At times people reference business and executive coaching interchangeably without realizing they are quite different. Each contributes its own value, and when pursued together, these two types of coaching can accelerate performance. Sometimes small business owners have difficulty understanding how their leadership styles and certain competencies limit their business’s success, because they are too involved in the daily operations of the company. For this reason, executive coaching for the leader and business coaching for the team can be a powerful investment.

What is Business Coaching?

A business coach works with the leadership and their teams to define vision, mission, and/or goals that the company wants to achieve—more commonly thought of as the coaching objectives. Business coaching is typically lead by coach who has a firm understanding of the various moving parts of business (i.e. finance, operations, marketing, customer service, and sales) and how they come together to deliver a product or service that attracts target customers. A business coach doesn’t necessarily have to be an expert in the industry but should have a working knowledge of how successful businesses operate.

The coach works with the team to gather data and help evaluate the company’s operations, systems, people structures, and communications, looking for obstacles to remove, more effective methods to deploy, and resources required to improve the organization’s effectiveness.  The coach may help the team:

  • paint an accurate picture of the internal and competitive landscapes
  • help leadership perform a gap analysis from where the company stands to where it wants to go
  • develop or modify processes and systems that enhance the business operations
  • brainstorm and select a strategy
  • create a plan with a schedule of critical milestones
  • provide facilitation and accountability

Leadership decides what they do, how fast, and how involved they want the coach during the different phases of execution.

In many cases, hiring a coach to help identify the root causes of underperformance is worth the cost. You’ve likely heard the expression that sometimes it’s lonely at the top. As leaders rise in the ranks, they typically don’t receive all or accurate information of what needs to be addressed within their company. A business coach can help uncover the facts, so a company has a firm understanding with what they are dealing.

What is Executive Coaching?

Executive coaching deals with the worldview, thoughts, and behaviors of a leader and how these impact his team and ultimately business performance. Executive coaching focuses on what the leader needs to acquire, shed, or change in order to achieve a personal goal, move the company in a specific direction, or prepare him for another role. Leaders will usually be coached in one or more of the following areas:

  • Identifying and developing personal strengths
  • Minimizing overuse of a strength where it may become detrimental
  • Understanding leadership style and enhancing leadership skills
  • Developing a professional presence
  • Improving collaboration and communication
  • Driving successful team behaviors

In many cases, success is proven by how people respond to the executive. Although executive coaching implies a high-ranking individual in a large organization, executive coaching is very appropriate for a small business owner. I prefer the label “professional” as opposed to “executive” coaching, because everyone can benefit from individual coaching.

What Impact Can Coaching Have?

Leaders influence work processes, cultures, and how employees feel about themselves, their work, and their employer. How employees feel is reflected in how they treat their colleagues, vendors, and customers as well as how they speak about their employer. Leaders who embrace the coaching process can realize higher self-fulfillment, see their business thrive, and have greater impact on their employees and community.

Coaching can help with:

  1. Focusing on structure/boundaries/performance issues to increase productivity while creating a positive working environment
  2. Reducing or creating processes that make doing business more efficient
  3. Empowering employees to deliver a more positive customer experience
  4. Changing leadership behaviors to reduce organizational anxiety and increase focus on what’s most important
  5. Increasing collaboration and communication to build alignment and drive faster execution
  6. Creating a more positive working culture that draws in talented employees, customers, and strategic partnerships

Executive coaching is for leaders who want to lead their businesses well. Sometimes the most effective approach is for small business owners to commit to an executive coach and then move into business coaching with their team.


About the Author: Sandra Dillon is a professional coach with an extensive background in business and leadership. She coaches individuals and businesses as well as designs and facilitates workshops. She has a passion to help people and be the best versions of themselves and see businesses thrive. You can learn more about Sandra or engage her as your coach by visiting her website at www.shinecrossings.com

Self-Leadership: Have You Prepared Yourself to Lead?

Sandra Dillon: February 9, 2018


“Leadership” has become the new buzzword with people aspiring to be recognized as a leader either informally or by having leadership positions and titles? People are judged more than ever on their leadership skills. I overhead someone say he didn’t get a management position, because he didn’t have enough leadership skills. He then followed this comment with, “How am I supposed to get leadership skills, if they don’t give me the position?” What some fail to realize is that leadership skills are easily developed and honed without having a title or assigned power. Leadership is about influence, and the first step is preparing yourself to lead well before trying to lead others.

How does one prepare for leadership? The first and probably most important step is self-examination. Most people think they are good at sizing up other people and fail to realize they don’t have the same ability to accurately size up themselves. We use a different leadership-underconstruction2lens to judge ourselves than we do others. People are programmed to see themselves in a more positive light than they are—perhaps this is a design of self-preservation.

When you look in the mirror, what do you think people see? We must get honest with ourselves, so we can work on our deficiencies, play to our strengths, and be the best version of ourselves. If you struggle in trying to see yourself in the way others do and want to take steps toward improving your self-leadership, below are options to help you get that accurate feedback.  [Note: Receiving feedback is hard, even when it’s for our own benefit.]

  1. Ask trusted colleagues, friends, and even family what habits and traits you have that are causing more harm than good. How do these attitudes and behaviors affect your relationships? If you can’t think of any people that you can trust with these questions, what might this say about your leadership?
  2. Review your interactions at work, home, and within your community. After each encounter, critique yourself on what you did well and how you could do better? Identify areas of specific improvement even if incremental. What words could you have shared or action taken that may have resulted in a more favorable outcome for all involved.
  3. What are your strengths and weaknesses? If you have a difficult timing thinking of these, consider taking the Clifton Strength Finders survey.
  4. In your area(s) of weakness, have you made a commitment to improve? Likely a weakness will never become a strength, but can you shore up your weakness so it doesn’t cause undue hardship. If you can’t improve it, can you cover it in a different way such as partnering with someone who has your weakness as a strength?

Leaders know the grave responsibility that comes with leadership and caring for the well-being of those they lead. Leaders are gifted in different ways, and although no leader is perfect, he or she knows his limitations and ensures others get the best of what he or she is capable.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Don’t Confuse the Value of Management and Leadership

Sandra Dillon: February 7, 2018


A decade ago, people aspired to be promoted to manager or reach a specific management level within their company. There now appears to be a preference in being called a “leader,” implying that a leader is superior in some fashion to the role of a manager. Instead of referring to the top echelon as senior management, the trend is to call that team “senior leadership.” The truth? By definition a manager and a leader serve two different roles; therefore, comparing the position of manager and leader is like comparing apples to oranges.

managers leaders

Different Needs, Different Roles

Managers ensure they and their reports carry out the company’s mission, ensure compliance with systems and processes, accept and complete assigned tasks by due dates, and keep an eye on the bottom line. Managers are asked to focus on the short-term view. On the other hand, the role of organizational leaders is to create vision and mission, focus on influencing change in people and processes, and challenge the status quo for the sake of improving the company. Leaders are assigned to look toward the horizon, design a vision, and determine how to move the company toward that future.

Both positions, with their unique set of responsibilities, should be valued in their own right for what they contribute toward the health and growth of the company. The role of manager should be recognized and celebrated for its value, even if it doesn’t come with the responsibilities or title of leader. In smaller companies, sometimes the roles are blurred and embodied in one position or person. We should recognize that everyone wins when managers leverage their leadership skills, leaders appreciate the value of managing skills, and they all work together for the betterment of their employees, customers, suppliers, and community.

Title Assigned, Title Earned

The reality is that not everyone can be crowned with the title of manager, but anyone can be knighted with the title of leader. Why? Because in truth, leadership has never really been associated with a position but rather a way of being. True leaders are never assigned their position but earn the title by what they’re able to accomplish through influence. Everyone has the ability to influence. Your influence will be a direct result of how your present yourself, what you think, what you say, and what you do. The result will be how you affect change in people, processes, and systems. The big question everyone should be asking themselves: Have I prepared myself to lead well?


HE21118Davis_07-medAbout the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

 

Business Trust: Its Importance, Value, and How to Build It?

Sandra Dillon: February 3, 2018


Trust 1In leadership circles, it’s well known that to move people from where they stand today to a better place of tomorrow, a leader not only has to paint a compelling vision of the future but must also convince them that standing in their current comfort zone is unacceptable. If you agree with this concept, you may be asking how does this apply in building organizational trust. I’ve heard managers and functional leadership agree they “want more trust,” then make decisions and act in ways that show their employees they don’t value trust.  They’re not uncomfortable enough with the level of distrust operating under their leadership.  Why?  Perhaps, they haven’t suffered from or come to appreciate the magnitude that distrust has in undermining their business’s vision, mission, and goals.

Why Trust Is So Important

Without trust, you can’t build anything of sustainable value. Since trust is the foundation on which business relationships are set, creating trust should be a business’s number one priority. Without trust operating throughout its culture, a business is vulnerable to silo-ed decision-making, information hoarding, and higher employee and customer turnover to name a few. These behaviors directly increase costs and slow down response time. Employees, customers, and suppliers come to realize that for someone to win, another must lose, so everyone makes decisions to protect their position.

After food, water, clothing, and shelter, Maslow’s second hierarchy of human need is safety (security). In business, colleagues, customers, and suppliers first seek to answer the question, “Can I trust you?” If someone can’t affirmatively respond, a healthy relationship won’t develop.

When enough people on a team feel they can’t trust one another, the culture becomes distrustful and then toxic. Interactions become finely crafted dances to ensure that neither is hurt in the process. The energy of the organization goes into managing distrust as opposed to creating value and meeting goals.

Why Trust Is So Valuable

In a trusting business culture, people feel connected. They know that for someone to win, somebody else doesn’t have to lose. They’re a team working collaboratively with transparency and driving on their individual strengths. When people feel respected and appreciated, they go the extra mile. They don’t hoard information like a distrusting culture where information is power. A collaborative culture achieves increased creativity and problem-solving, resulting in more satisfied customers and profits to the bottom line.

How To Build Trust

Some think building trust is treating people well, forgiving mistakes, and giving lots of praise. Not exactly. Although these behaviors exist in cultures of trust, Brown (2017) describes specific elements that must be consistently practiced and reciprocated over time to build trust.

  • Boundaries: Communicating and honoring clear expectations
  • Reliability: Doing what you say you will do again and again [Note: It’s important to understand your limitations and not over-commit]
  • Accountability: Making a mistake, owning it, apologizing, and making amends
  • Confidence: Not sharing with others what is shared in confidence
  • Integrity: Practicing, and not just professing values, in which you may have to choose courage over your comfort or right over fun, fast, and easy
  • Non-judgment: Helping when another falters and being vulnerable to ask for help when needed [Note: One-sided help sets the giver up to feel superior over time]
  • Generosity: Believing in good intentions when the behavior is a mistake

Do People Trust Me?

This is one of the most difficult questions in which to get an honest answer, because if you have trust, people will say yes, and if you don’t have trust, people will still say yes for fear of repercussions. Because of anonymity with individual finger-pointing, it’s easier to get an honest answer by asking the question, “On a scale of 1-10, how much does trust operate within this company?”

If you’re a leader challenged with growing trust within your business culture, I suggest two approaches:

  • Honestly answer for yourself how much capacity you have to trust others. You can’t give what you don’t have. Work on improving your own insecurities and behaviors regarding trust.
  • Know what behaviors garnish trust and hold yourself and others accountable to make the right decisions and lead with those behaviors.

Changing culture is possible, and it takes time, patience, and thoughtful words and actions.  You must trust the process that will take you from where you stand today to a more trustworthy culture of the future.

Reference

Brown, B. (2017). Super Soul Sessions Video: The Anatomy of Trust. Retrieved from https://www.youtube.com/watch?v=ewngFnXcqao


HE21118Davis_07-medAbout the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Leadership: How to Influence People and Outcomes

Sandra Dillon: January 25, 2018


leadership is influenceThere’s a reason why Dale Carnegie’s How to Win Friends & Influence People has been in print for over 80 years. Its longevity owes itself to the timeless understanding of what drives human behavior. With leadership synonymous with influence, leaders should embrace Carnegie’s (1964) principles in how to (1) handle people, (2) make people like you, and (3) win people to your way of thinking.

In my experience, 20% of business success can be attributed to knowledge with the balance to a person’s skill in implementing Carnegie’s techniques—meaning 80% of business success comes from how you lead yourself and engage with others. Many of these learnings come from Carnegie asking himself three questions after every encounter:

  1. What mistakes did I make?
  2. What did I do that was right, and in what way could I have improved?
  3. What lessons can I learn and apply in the future?

If you’re able to master Carnegie’s key principles, you’ll likely find yourself in the top 5% of those who can influence people and their circumstances. Below is my winning summary of Carnegie’s best.

Successful Techniques in How to Handle People

  1. Don’t criticize, condemn, or complain. Instead try to understand people and why they do what they do. Humans naturally have prejudices and are motivated by pride and occasionally vanity in their words and actions. Criticism only puts a person on the defensive, incurs resentment, and causes him* to justify himself.
  2. Give honest and sincere appreciation. A strong human need is the desire to feel important which is why people crave appreciation, especially from their superiors and those whom they respect. Be careful with flattery—otherwise known as counterfeit appreciation—which comes across as insincere.
  3. Focus on what the other person wants and show him how to get it. Unselfishly serving others brings enormous advantages to the relationship.

Six Ways to Make People Like You

  1. Become genuinely interested in other people as opposed to trying to get people interested in you. Help others in ways that require your time, energy, unselfishness, and thoughtfulness.
  2. Smile, smile, and smile. Your smile is a messenger of what’s inside you, and it has the power to brighten someone’s life by conveying “I like you” or “I’m glad to see you.”
  3. Remember a person’s name. A person’s name is the sweetest and most important sound to him. Use it generously, and spell it correctly.
  4. Be a good listener and encourage others to talk about themselves. Ask people a lot of questions and validate the stories and words they share in conversation.
  5. Talk in terms of the other person’s interests. Talk about the things the other person treasures most.
  6. Make the other person feel important. When people believe you sincerely think of them as important and appreciate them, they will respond positively to you. Reflect on something you can genuinely admire and then recognize them for it.

How to Win People to Your Way of Thinking

  1. Avoid an argument. You can’t win an argument, because if you lose it, you lost it, and if you win it, you lost it. Why? Because someone who has lost an argument feels inferior, has his pride hurt, and will ultimately resent the triumph. The only successful way to change someone’s mind is to help him come to that conclusion himself. It’s better to manage a disagreement by trying to see the other person’s viewpoint, look for areas of agreement, and encourage him to think over your ideas.
  2. Show respect for the other person’s opinions and never tell them, “You’re wrong. You cannot change opinions when you’ve hurt someone’s feelings.  When you hurt someone, they’re not receptive in listening to anything you have to say.
  3. If you’re wrong, admit it clearly and quickly. Stating those words clears the air of defensiveness and helps solve problems.
  4. Begin any controversial conversation in a friendly way. As the old saying goes, “You can catch more flies with honey than vinegar.”
  5. Get the other person saying, “yes, yes” immediately. Begin a conversation by emphasizing the things in which you agree. Several initial “yes” responses keep the listener moving in an affirmative direction.
  6. Let the other person do most of the talking. Think the 80/20 rule—the other person talks 80% of the time and you only 20%. Let them talk themselves into what you want them to do. [Note: This one is difficult for the extrovert.]
  7. Let others feel that the idea is theirs. Suggest, suggest, and suggest. Then let the other person think about it so much that he thinks it’s his idea.
  8. Try to see things from the other person’s point of view even if the other person is wrong and doesn’t think so. By validating the other person’s viewpoint, he will likely have a open mind to hear your ideas. [Note: Validating is not agreeing.]
  9. Be sympathetic to the other person’s desires. Validating someone even if you don’t agree will go a long way in keeping emotions in check and leaving them with a positive feeling towards you.
  10. Assume the other person operates with noble motives. People will react favorably toward you when they believe you consider them honest, upright and fair.
  11. Dramatize your ideas. Stating the simple truth may not be good enough. You may have to make the truth vivid, interesting, and dramatic in order to get the other person’s attention.
  12. Throw down a challenge. People have a competitive spirit. If you want to get things done, stimulate some competition and tap into to people’s desire to excel and prove their worth.

Practice Makes Perfect

A leader’s job often includes setting people up for success by helping them change their attitudes and behaviors. Carnegie’s (1964) suggestions to accomplish this are simply stated:

  1. Begin with praise and honest appreciation
  2. Call attention to people’s mistakes indirectly
  3. Talk about your own mistakes before criticizing the other person
  4. Ask questions instead of giving direct orders
  5. Let the other person save face
  6. Praise the slightest improvement and praise every improvement
  7. Compliment the very trait in a person that you want him to live up to
  8. Use encouragement and make any fault seems easy to correct
  9. Make the other person happy about doing the thing you suggest

With over 30 recommended behaviors, a person may feel overwhelmed on where to start. I would suggest rating yourself on a scale of 1-10 on how well you perform on each behavior. Select three behaviors that you are committed to improve upon and brainstorm specific approaches or words that will produce a more favorable outcome. Changing behaviors can be difficult at first, but repetitiveness turns new behaviors into old habits.

In my opinion one of the most impactful behavioral changes you can make is to remove one word from your vocabulary. What word? The word “but.” “But” negates everything that was said before it and closes down the conversation. If you replace “but” with the word “and,” you’ll see a dramatic difference in where the conversation goes. Don’t be discouraged when you realize how difficult it can be to remove that conjunction from your sentence structure. New habits are right around the corner.

Reference

Carnegie, D. (1964). How to Win Friends & Influence People: The Only Book You Need to Lead You to Success. New York, NY: Gallery Books.

*He and him also refers to she and her. He is used as opposed to he or she to make it easier for the reader.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales.  She coaches individuals as well as designs and facilitates workshops.  She has a passion to help organizations engage all their colleagues.  You can learn more about Sandra by visiting her website at www.shinecrossings.com.

People Operations: Are Your Work Rules Benefitting Your Bottom Line?

Sandra Dillon: January 17, 2018


What would happen in your company if tomorrow the Human Resource Department was replaced with a People Operations Department? One answer: leadership might be taking the first step in transforming the culture by changing the labels and the rules by which it hires and engages its employees. It might be taking on some of the be

Work Rules

st people practices that Google has innovated and field tested within in its own company.

Laszlo Bock, former SVP of People Operations, takes you on a journey of failures, successes, and celebrations within Google, as leadership tried to attract the best talent and ensure all its employees succeeded. The results? Hundreds of accolades including #1 Best Company to Work for in the United States and in 16 other countries. If you lead a business or any organization, you’ll want to study and learn from Google who delivers the latest research blending human psychology with behavioral economics.

Bock (2015) shares the people strategies and tactics that leadership can use to lead their employees and teams to higher engagement, productivity, satisfaction, and reward. Google’s stated mission is to organize the world’s information, and in this case, they decide to design, collect, organize, and interpret data using its own 55,000 employees spread over more than 70 countries. Several of the more well-known business conclusions Google was able to prove:

  • You can learn from both your best as well as your worst employees,
  • You should only hire people who are smarter than you in some way, no matter how long it takes to find them,
  • You shouldn’t rely on your gut but use data to predict (Some may consider this one controversial).

The three Google lessons that are not mainstream business thinking but may make a difference in how well your company performs include:

  • Taking away managers’ power over their employees: Hiring, firing, promotions, and salary actions should be done by a committee using transparent data with managers only held responsible for coaching their direct reports to succeed in their work.
  • Paying unfairly because it’s the fair thing to do: Employee performance typically does not follow a bell curve, but a power curve. Your best employees should be rewarded multiples over your average producing employees.
  • Giving your employees more freedom than you’re comfortable with: Trust your employees more.

You might be saying, “These concepts would never be put into practice in my company.” That may or may not be true, but the challenge for all leadership is to be thoughtful enough to make the hard decisions that can champion change and spur their employees to collectively produce at the next level. You’ve likely heard the old saying that idiocrasy is doing the same thing again and again and expecting a different result. How does your organization need to change in how it leads people to get better results?

Is now the time to learn from actual field results and try to see how these concepts can work in your organization? I encourage every employee, supervisor, manager, and leader to pick up this book and find one or two concepts, rooted in research, that can be applied in life and in business to engage others more.  It’s easier and cheaper to learn from the successes of others who have paved the way.

Reference

Bock, L. (2015). Work Rules: Insights from Inside Google That Will Transform How You live and Lead. New York, NY: Twelve Books.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.

Sales Leadership: Are You Measuring the Right Things?

Customer ExperienceMany companies define sales success based on meeting targets of revenue, gross margin, and market share to name a few. Many times, these metrics are referred to as the Key Performance Indicators (KPIs), which define how well a company is implementing strategy. What some companies fail to realize is revenue, gross margin, and market share are not in themselves KPIs but instead the result of executing on well-defined and meaningful KPIs. As the acronym implies, “indicators” are the things if executed well that will result in performance.

In some sales organizations that are trying to develop more predictive KPIs, I’ve come across these more common ones:

  1. Number of sales calls within a defined period
  2. Number of new prospect sales calls
  3. Number of sales connections made with a customer’s organization
  4. Number of technical demos or hosted seminars/workshops
  5. Number of tradeshows attended

What these KPIs measure is solely activity and not the engagement level or experience of the customer. Even a highly technical sale has relational and trust components embedded in the sales decision. Successful sales organizations of the future will appreciate how they must more heavily weight their behaviors towards creating a “best practices” customer experience.

Over the past decade you can see the evolution in advertising toward a more engaging customer experience. No longer are companies advertising about a product’s features and strengths, they are showcasing the experience you can have while using it. Coke commercials don’t focus on the beverage’s taste or use words. Instead, Coca-Cola advertisements are visually designed to engage you emotionally by showing you the experience you too can have while drinking a Coke. The real-time customer experience in product marketing also plays out at the higher-end outdoor clothing retailers. These stores are installing freezers, so customers can experience just how warm that winter coat can keep them before deciding to purchase.

What experiences do your customers have when dealing with your sales organization? How are you measuring the customer experience? More meaningful sales KPIs that focus on understanding and building the customer experience may include:

  1. Time to respond to customers after they make contact (responsiveness)
  2. Number of the “right” follow-ups to secure a new customer (persistence)
  3. Number of joint calls so the customer has multiple points of contact within your company (collaboration)
  4. Number of business reviews to discuss performance (customer feedback)
  5. Number of exploratory or “design the alliance” meetings with customers (partnership)
  6. Strategic use of media platforms (LinkedIn and Facebook) to integrate and involve customers with the company and its sales team (engagement)

No one KPI is the silver bullet but tracking and rewarding the right collection of KPIs that are predictive of sales success will help ensure the team meets its goals. If you’d like help in designing measurable KPIs or developing specific actions that drive the customer experience, let’s have a conversation on how we can work together.


About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership, business development, and sales. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their colleagues. You can learn more about Sandra by visiting her website at www.shinecrossings.com.