Interpersonal Business

Vol. XXXXIX

Dear Manager,

Most of us began our careers with an entry-level position. More than any others, these two qualities were likely to have impacted our future growth and success. Talent and knowledge pale in the face of …

INITIATIVE

From a manager’s perspective, I can’t think of a greater quality to bring to one’s career. While there are many individuals with initiative, there are far more without. Initiative demands a strong understanding of one’s own position, its relationship to the whole and, most importantly, an awareness of one’s fellow workers.

These individuals are the Radar O’Reilys (of M*A*S*H fame) of the working world. They are simply aware. Their job description is transcended by their desire to accomplish tasks, whether or not it is “their job.” They are consistently one step ahead and resourceful. Rarely are these individuals looking for outright recognition. Their satisfaction is personal, and comes from meeting the needs of the organization.

Typical of these individuals is, “I noticed that you’ve scheduled a meeting for next week. I ordered extra note pads, pastries for the morning break, and will make sure that the conference room is ready.” They do all of this without being asked because they pay attention.

When surrounded by initiative, it allows a manager’s position to shine. These individuals become indispensable, regardless of current internal business trends. In fact, the tougher it gets, the more valuable they become. These people aren’t clock watchers. Their higher purpose is to get the job done, and then some.

As they continue to grow within their own position, they assist others. They are very keen at learning the skills of others, with no desire for credit. Showing an awareness and understanding in the skills of others, they are first to be recognized for new positions that may become available. Their abilities will also challenge others to be at their best.

The contrasting situation for any manager is the individual who simply takes no responsibility for tasks beyond the norm. As managers, we must now consistently define responsibilities that can be accomplished without our need to know. Being responsible for our own day, in addition to the day of those around us, becomes a real drag. Worry creeps in as we speculate about the important functions that may not have been accomplished by those around us. Is it really easier to do it all?

I’m sure we’ve all been on both sides of this equation. We must continue to reach out for those individuals with this very intuitive quality. In application, it simply doesn’t get any better! You might be wondering what more we could possibly ask. How about a strong sense of

AMBITION

I believe ambitious individuals, and often those with strong initiative, have gotten a bad rap in recent years. If you are labeled as ambitious, it suggests to some that you are willing to trample your peers to attain your ultimate objective. I am not referencing this aspect of blind and self-serving ambition.

Ambition, like initiative, can be highly productive and positive. We have all heard of the high-level manager or owner of a business who began by sweeping the floors. This person’s goal wasn’t to just clean floors, it was to be the best sweeper in the Floor Sweeper Hall of Fame!

Even I would have a hard time in swallowing it if you believed this individual had a vision of one day being President of the company. Was this person’s sweeping expertise noticed by those in a position of authority? Did this individual rise over others with greater tenure and less ambition? Should this person have apologized for having been of greater value to the company? Should this person have recognized “their place” and remained forever satisfied with a role as a sweeper?

Those with positive ambition are sensitive to their surroundings. They have the ability to bring out the best in themselves and in others. They lead by example rather than at the expense of others. They are often the first to recognize high achievement in others. Those around them either see a similar opportunity for themselves, or grumble their way to self-imposed mediocrity.

Perhaps being an overachiever is the best way to describe these individuals. Those who see these individuals as “brown nosers” simply don’t understand the mind set of an overachiever and never will. These individuals listen to a different voice, one deep down in their gut.

Most of us grew up working for someone. With good fortune the die was cast relating to these important qualities. We all learn best by example. As managers we can assist in their development, but there has to be a receptive student for these qualities to find a home…

The passion to advance and take greater advantage of one’s skills is inherent to success. While as managers we hold the torch, we must not compromise our own standards to accommodate the lowest common denominator. I believe initiative and ambition are two qualities that are rarely addressed in an interview or in the ongoing training process of our
staff members. It is as if we simply sit back and hope that these qualities will reveal themselves.

I believe it may be time for all of us to address these skills in very specific terms and surround ourselves with those who understand. Address their importance by emphasizing them as fundamental qualities that are routinely expected of their position within the organization. Think ahead of the game – there is no greater way to get noticed. Simply putting in one’s hours, and taking little responsibility for one’s position relating to the whole, is not good enough in today’s world.

On an ongoing basis, we must continue to acknowledge, reward, and promote those individuals with initiative and a positive sense of ambition.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Volume XXXXVII

Dear Manager,

Yes, experience is critical for all of us. It is what we learn that has the potential to protect us from making the same mistakes twice. This is a huge asset in a very competitive world. The problems begin when we rely too heavily upon the past, and take for granted the potential of a new business age. This may be the most difficult of all transitions for mature managers.

Fresh eyes can certainly be hard to maintain. Much of what we do can seem so similar to what we experienced in the past; same script … new cast of characters. While it is truly this experience that will save us, it can also sink the ship! Showing enthusiasm for the “first experience” of another will challenge our abilities to relate with others on a daily basis. Do you remember the first time you rode a bicycle without training wheels? I would bet you remember how important it was to you at the time. It was a significant moment!

So, too, are the first experiences of those around us. I remember how difficult it was for me to make the transition from full time sales to management. I still miss that consistent one-on-one personal victory, and even the setbacks, that are a part of the selling process. Once you have that selling fix, it’s very hard to get the monkey off your back. The emotional rush in sales when you know you have exceeded your wildest dreams is truly irresistible.

In contrast, as managers we begin to live through the victories of those we manage. Much like parents, we must bring our own sense of excitement and awareness to a level similar to those we manage. Only then can we truly share their current frame of reference. Our child’s first solo flight on a bicycle was undoubtedly similar in exhilaration to that of our own.

Yes, this freshness must be maintained if we are to continue to maintain our effectiveness as managers! Some days will be harder than others, and some days the rewards will exceed any that could have been accomplished as an individual.

THE EXPERIENCE FACTOR

From personal experience, I have found it to be exceedingly easy to judge those around me from the foundation of my experience, as compared to another’s frame of reference and their experience factor. If you think about this, it is simply human nature. All levels of experience are different from our own, yet our tendency is to hold others accountable to our own level of experience. Don’t they get it? Can’t they see it? It’s so obvious to me, it must be obvious to others. As managers, we cannot take for granted the experiences of those around us and the foundation for the decisions that they make.

It is common to hear conversations in which details of the mistakes others are making in their lives are being discussed. Criticism can be so pompous and so easy to dole out. If you think about it, the only way we could have these opinions of others is if we have personally experienced a similar situation. If this is true, how can we possibly be critical?

A great example is in the decisions of the heart made by those we love. A common dialogue might include, “This person is simply not right for them. They have to open their eyes, I just don’t want them to get hurt. Don’t they see what they are getting into, they deserve so much more…” and on and on.

We are all experts only because we have a much clearer vision from having made the same mistakes. Yet there truly are no mistakes, only learning exercises. In all likelihood, I would not have found the love of my life had I not built a foundation of past experience to recognize it. We still try to protect others from similar pain. We never listened, why would they?

Having recognized this, its application for management is very similar.
It is time to throw away criticism, a condescending attitude, and an all-knowing approach to business. We don’t have all the answers. If we did, they would not apply in all instances and for all individuals.

Each person’s experience and personal make up allows for as many different approaches to an objective. For example, I attended a sales meeting where the individual making the presentation took a startlingly different approach to the subject at hand. I would never have considered using the manner and thought process chosen by this speaker. I decided to simply sit back and watch the presentation play itself out.

In the end, the meeting was a great success, with a conclusion far better than I anticipated. I left feeling honored to have watched it unfold. I was a member of the right team! Gee, I love it when my all-knowing approach has been shattered. If there is always another way, then there will always be a better way!

These experiences consistently remind me to take a much more objective approach to most situations. We all have confidence in doing things “our way.” We must remember to leave space for those we manage in support of “their way.” Our own management experience, and our foundation for future decisions, depend on it!

ACKNOWLEDGING EXPERIENCE

As a teenager, do you remember thinking your parents were nuts? Some of us might even have concluded that adults didn’t understand, didn’t live in the real world, and were over-protective. With the experiences that brought us to adulthood (and our own set of close calls), their decisions now seem to be miraculously on target (most of the time) and in our best interest. Have you ever uttered a dreaded phrase used in similar situations by your own parents? It’s frightening. Yes, those in an experienced position may, on occasion, have a good idea.

Obviously, our single desire is to make only good decisions. Will our life experience allow this desire to always come true? Never. Our frame of reference is developed from our personal experiences, and those we share through others. Seldom will we listen to others and fully understand, let alone be wholly guided by, their perspective. Human nature suggests we have to find our own way. With this thought in mind, we can never hold others accountable to our own current frame of reference.

I recently heard a quote that applies exceedingly well to this topic. “We did then what we knew how to do. With what we know now, we can do better.” Oprah Winfrey

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Volume XXXXVI

Dear Manager,

With the evolution of how businesses and consumers manage their lives in the years to come, what is our future? The lessons of the past suggest there will continue to be major changes in how we analyze and manage the marketplace. With the sheer speed of communications, I am convinced our evolution has picked up its pace dramatically. As we look back five years from now, we will either have adapted well, or will no longer be involved in our current career.

My father was in sales for many years. I remember him being on the road for weeks at a time. I now know how difficult this time in his life was. In the 1950’s and 60’s it was very common for factories to ask their salespeople to cover a number of states. Dad was asked to cover all or part of seven western states. This meant weeks on the road in non-air conditioned cars and motels, many small towns, small diners, and most evenings devoted to the day’s paper work. Manually maintained ledger books were the only accepted form of accounting for one’s sales and expenses.

Perhaps these were simpler times than we know today. There is no question in my mind we have the opportunities to work smarter. Dad provided very well for his family. He did what he knew how to do, and did the very best job he could. Most individuals are a direct reflection of their parents, and he emulated the work ethic of his father. Would he have enjoyed a much smaller territory, more time with his family, and the many advantages we enjoy today? Without question. The very last thing I wanted to be when I grew up was a salesman!

When I was in college I developed a product that was (I thought) perfect for gift and craft stores. Since the only one interested in selling the product turned out to be me, I hit the road. Did I mention that I never wanted to be in sales? The early years took me to five states. In order to make the trips more profitable, I began to represent multiple lines. At that time, factories had very little territory data available. “Simply do the best you can” was a common form of goal-setting, and success was measured by “Oh, by the way, how are your sales?” It was much easier to please in those years!

TODAY

Our sales regions are, in most cases, much smaller than in those years. With the metro areas supporting multiple associates, travel, expenses, and nights away from family have been dramatically reduced. I continue to have a great deal of respect for those individuals who need to spend weeks on the road in rural areas. These individuals are the true sales warriors. Many metro area associates have no clue of the demands of selling in these regions.

If productivity has grown significantly over the years, so has documented accountability. Computers have provided us with near instantaneous answers to questions that were not even thought of in the past. There is no longer any place to conceal a challenged territory, or a performer inconsistent with their peers. The information is right before our eyes. Sales management is one of the largest beneficiaries of technology. There is no place to hide.

This new information demands that we look differently at our day. Productivity is now quantified. Revenue Producing Hours, RPH, hold our current and future success. With so many priorities in our lives, discipline relating to RPH is crucial. As sales people, we must protect these hours in each of our days. The one area that has neither changed from the past, nor is likely to change in the future, is the number of Revenue Producing Hours, on a daily basis. In very real terms, we are being asked to squeeze more juice from the same size orange. This can only be accomplished through our ability to manage time very, very well, in order to achieve greater results. The key for all of us is to create a plan, rather than to simply accept additional stress.

TOMORROW

I’m sure you have noticed that the technological train is headed down the track at full throttle. There is no stopping it now! Are you going to be blown away by the vapors, or do you have reservations at the next stop? If this is the only question, then there is only one option. Don’t hesitate or delay, as seats may be limited!

If you have been sitting on the sidelines, hoping that the train would derail, then you had better make plans for a new career. Technology will play a critical part in your future, period. What would our current business lives be without the advantages of a cell phone, blackberries, and specialized computer programming; let alone the internet? Even those who have been slow to become fully computer literate they too have enjoyed huge benefits from those who are! If you remember how the last power outage crippled your ability to communicate and process information, then you can begin to understand how dramatic the changes will be in the next ten years.

Will technology herald the end of the field salesperson? Will products be bought and sold from monstrous web pages? Will reorders simply be placed electronically? At some level, all of the above will become reality! In fact, it is reality for some industries today.

At all levels, technology will demand greater skills from the seasoned sales professional. There is no question that personal and professional contact are critical to the sales equation. Sales are increased by 30% to 50% when conducted face-to-face. I believe that professional individuals will continue to flourish as technology continues to mature. Problem solving and the “the personal touch” cannot be replaced by technology. Hold on tight to these skills.

Today’s “order takers” are the dinosaurs of tomorrow. Those who are unable to take ownership of their sales region, manage their RPH effectively, and consistently drive to expand their business will no longer be needed. It will simply become more efficient and cost effective for customers to work with outsourced professional techno-marketers in the cyber-world.

The actual writing of orders in the field is currently the area of greatest transition. Many industries have already adopted the use of electronic means to develop and transmit their orders. By comparison, current options make past applications remind us of a telephone made from two cans and a long string.

With much more capable portable computers, catalogs as we know them will be gone. Orders will be entered on the computer screen. Need a different angle on a specific product? Allow me to enlarge and turn. How many do you need? No problem, I’ve placed that quantity on hold for you. In fact, your credit has been approved and your order is being printed. It will be in our warehouse for packing this afternoon and shipment in the morning. No delays, fewer mistakes, and greater opportunity for reorders due to a much quicker turn around. Imagine the immediacy of new introductions – simply wake up to them on line. Backorders will no longer exist. Efficiencies in our factories and warehouses will meet unheard-of expectations.

Oh yes, expectations. As these advantages continue to become “the norm,” they will inevitably all be taken for granted. The competitive edge in American business is about to take a major shift. Product innovation and development, the foundation of business as we know it, will take a back seat to instantaneous convenience and service at levels we cannot even begin to currently understand.

My greatest concern is for the survival of the creative, mom-and-pop start-up operations. They are the foundation for some of the best aspects of our lives. It will be exceedingly difficult for these businesses to compete with the speed and convenience of the “tech guys.”

I hope you have enjoyed this retrospective and crystal ball. Our future has never been quite so clear. We are collectively well beyond the “when,” and thundering down the track to “now.”

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XXXXIV

Dear Manager,

It is the fear of failure. It wreaks havoc on our outlook, personality and attitude. How can we reverse this destructive source of anxiety? The only way to slay the dragon is straight through the heart.

Yes, we grew up learning through our parents’ encouragement, and in full view of their own anxieties, that failure is one of the greatest fears known to man. A vision of THE POOR HOUSE on the hill, or life on the streets, can’t help but come to mind. Examples were often given of those individuals who unfortunately had not measured up in life. Positive reinforcement such as “being the best you can be,” was often synonymous with the mixed signal “you certainly wouldn’t want to be a disappointment!!” I remember the perceived pressures when I left college to live up to the expectation of “making something of myself.” Failure simply was not acceptable.

WHAT A BUNCH OF BALONEY!

I spent the next fifteen years believing I would be a disappointment if I failed. While my business grew slowly at first, it gained momentum as the years passed. I began taking success for granted. Everything I touched seemed to have a positive outcome. The worst aspect came when I began to believe in the praises and platitudes of others. I believed I had a golden touch. Without question, Keenan needed to fail … and he did!

I had started a second business that seemed to have the potential to be very lucrative. I invested heavily (how could it fail?), asked for very little assistance (I certainly didn’t need it) and went on my merry way.

Within two years, I was tapped. I had to make payroll off of credit card advances. 1985 was a very, very long and difficult year. This time in my life was very significant. The lessons learned, while expensive, were the best real life education I had ever had. I learned a healthy respect for failure. There was no question that my business skills would need to improve. I continue to challenge these skills daily.

I am convinced that humans need to fail – to crash and burn – at least once in their life. Until our limits are tested in the good and difficult times, we will never realize our full potential. How can anyone fully comprehend success without having tasted the agony of defeat?! It takes great courage to fail!

I have always believed that we, as managers, are doing a great disservice to our staff by providing an environment with little opportunity for challenge and growth. In doing so, we are sending them the message that they’d better not fail. We must create an environment for success with a full understanding that failure is part of the process. Success and failure are often just inches apart. What greater reward for a manager than to assist others in bouncing back from difficult times?

We have all read of the countless failures endured by the great inventors and industrial giants of years gone by. The ultimate test is not the fact that they had initially failed. It is their resiliency, tenacity and personal resolve to pick themselves up and make as many attempts as required for success. We will never read inspiring stories about individuals who “almost got it right.”

How many of life’s lessons can be learned through success? Child stars and young professional athletes often have the world by the tail. Very few truly understand themselves and their true impact on humanity, let alone their future. I can’t find any courage in this equation. With maturity and good fortune, they will survive some tough times. If not, I hope they have a strong parent or friend who will give them a verbal smack “upside the head.” It is their only hope.

We only learn the most valuable skills through failure. There is no why in success, there is only why in failure. There are very few lessons in success, only in failure. Failure is a very personal moment. It demands that we analyze our circumstances, scramble to pick up the pieces, and develop the patience to deal with our difficult circumstances. It demands the best of us.

So, why have generations continued to agonize over the fear of failure? I believe there are two reasons. First, failure is plain old embarrassing. It takes strength to admit that you’ve made a mistake. Everyone will know! I will state this again, for it is absolutely the truth. In creating an environment in which having failed makes one a failure, we will ultimately surround ourselves with the lowest common denominator and stunt the growth of our companies.

Unlikely as it may seem, I believe the second factor contributing to the anxiety of failure can be a very clear and obvious fear of success! Some individuals may not feel worthy, and mediocrity is a safe harbor! The responsibilities that accompany success can seem too great a price to pay. A person may be uncomfortable with the notoriety, the attention, and of subsequent future failure. Yes, there is also courage in success.

It is time for all of us to banish the anxieties related to failure and success. Emotions related to these anxieties are old news and a personal choice.

TAKE PRIDE IN YOUR FAILURE

With any luck at all, we will each experience times of failure in our lives. The first experience is the most difficult. Confidence and satisfaction are developed through overcoming adversity. Subsequent challenges will be approached with an increased sense of power. An “I survived once, I can certainly do it again!” attitude will prevail.

Fear is the very worst of all motivators. Acceptance of the inevitable roadblocks in our careers, along with a measure of confidence, will assist us at every turn. Our long term health and sense of fulfillment is incumbent upon our ability to survive a periodic stubbed toe.

As effective managers, we must be able to address and accept failure in ourselves and in all of those around us. I’d hire a qualified individual who had experienced and overcome failure, in every instance, over the individual who had not! Ownership of our own failures allows us to build upon the past, and understand the failure of others. It is our lot “of” life.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM