In 1500 words or less, each post will give you something you can use TODAY to build yourself, your people and your organization whether your organization is a "for-profit" or a "not-for-profit."
In a book I was listening to recently, the author praised people who take the time to clear obstacles from other people’s paths. The author’s explanation and examples had a very powerful effect on me. The book inspired me to write about people who moved “rocks” for me and for people I have known.
The real problem is some organizations are struggling to find people using tools and strategies that worked in the past but these tools haven’t been updated for the employment environment that exists today. It doesn’t matter if the organization is a “for-profit” or “not-for-profit.” In many ways the problem is a basic supply and demand problem, however, there are many more variables in the equation today than ever before.
Admitting fear makes someone vulnerable. Being vulnerable is not something that many people are willing to discuss.
To reveal the fears in your organization there must be a culture of non-judgment, open communication, and earned trust. If those three elements are in place, then by listening and watching it is possible to identify fears and the people who are suffering.
Looking at new ideas and concepts through the eyes of the fearful and the critical can better prepare organizations for unintended consequences. Taking this empathetic approach can reveal weaknesses and potentially fatal issues. This process is called RED TEAMING.
Everyone joins an organization with varying levels of skills and experience. The effective use of role-playing can generate incremental leaps in capabilities through fostering interactive learning between co-workers.
Good meetings don’t just happen. Preparation, Planning and Practice make good meetings. Good meeting techniques, like your organization, change and evolve. Some meetings will be better than others but your goal should be to have your people leave your meetings feeling like they understand what is going on, why something is happening, and be excited about moving forward.
The stress and anxiety that accompany severe inclement weather events are very real for organizations and their associates. In extreme weather events, it is difficult for organizations to mitigate those emotions; however, it is still possible to have processes in place for “normal” severe weather events.
Managers and supervisors do not earn their money when everything is running smoothly. Managers and supervisors earn their money when everything is going to shit.
With apologies to Rudyard Kipling, “If you can keep your head while all those about you are losing their minds, then you are truly blessed.”
Solving issues is a learned skill, a process combined with an open perspective will give you a key competitive edge.
Many small city malls have failed and deservedly so.
They didn’t fail because the basic concept is wrong. Many of these malls failed to adapt and were not flexible to the changing realities of the merchants they almost took for granted. Is it too late? Perhaps for some.
For merchants and mall operators with vision, there is an opportunity in my opinion. By combining social needs, 21st-century environmental practices with the basic convenience, utility, and economics of “one-stop” shopping … there is a future.
Customer service is not a profit center. Ironically, quality customer service has more in common with advertising and marketing than most organizations realize.
Today’s post is about giving the people who dedicate their careers to solving problems for our clients and customers, the tools and support they need.