Twelve Tips to Make ‘Moments associated with Truth” Count
People s impressions are a result of gathered experiences or moments of truth that the world has with your business over time. Everything you (and those you manage) do sends an email, impacts your brand impression, and is PR - for better or worse. These kinds of moments of truth incorporate how you
Handle the recruitment as well as hiring process, including unsolicited resumes and employment inquiries
Welcome new staff into your organization
Ramp-up, manage, and treat subcontractors
Treat distributors, suppliers, someone else s support staff members and any receptionist or giving an answer to service
Use voicemail and e mail - what you actually declare and write
Respond (or don t) for you to voice or e-messages
Manage client anticipation about what you can do and when you'll be able to deliver
Communicate bad news, handle conflict, or hold your ground on an unpopular policy
Ask for what you need from a client, employee or seller
Take ownership for your role in the conflict, problem or mistake
This gets especially tricky while you re managing others. Whether it s staff members, vendors, subcontractors, your boss or even peers it s one thing to manage your own conduct, quite another to manage instances of truth created by other folks.
I recently ran across the following tough-love suggestions from Kelly Harman, CEO in the Harman Group (http://www.theharmangroup.com). Kelly takes an active approach to clearly define just what she expects from contractors, staff and colleagues, plus it pays off.
Her feisty advertising firm is growing by a lot, fueled by happy clientele and lots of good buzz concerning her firm.
Here are Kelly s suggestions (direct from the source!) to make sure you get the most from the folks responsible for creating moments associated with truth for your organization:
1. Disagree with me. I come up with ideas constantly; some are better than others and some are perfectly awful. When We run one by you, and you don t think it will function, tell me why. I may not have access to looked at the idea from all angles, and I value your input. I may not agree with you, nevertheless I ll respect your opinion.
2. Question my decisions. If I make a decision that you don t agree with or don t comprehend, then ask me exactly why I made it. I ll take the time to clarify my logic. You might still disagree with me, but at least you ll understand why I made the decision.
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3. Don t come to me with problems. Don t run to me with a problem as well as expect me to fix that for you. Come to me with a problem and then tell me how you desire to fix it. If it makes sense, we ll implement that. If I don t agree, I ll tell you exactly why and then we ll work together to figure out a much better solution.
4. Tell me you need my job. It s great to get ambitious. I want you to want my job. There is nothing drastically wrong with clearly stating your own goals. How else will any individual know how to help you? I ll give you more responsibility if I know what you need - and if that means you need my job (or a position similar to mine someday) and then my job is to aid you in getting there.
5. Tell me you don t want your job. You won t have fun unless you do something you re passionate about. Who wants to devote their working hours in a state of resignation or boredom? If you want to go to night school and study for a completely different career, I ll you. I ll still expect 110% from you when you're here, but when I help to make my long-term plans; I ll take into consideration that you may not be here to help me perform them. But I ll respect your desires and your goals and I will perform everything I can to help you achieve them.
6. Tell me whenever you don t know something. Don t try and fake your path through something you don t know. It will only make me angry. If you re trustworthy with me, I ll make the investment to educate you. After all, I chosen you because I thought you may learn, not because I thought you knew everything previously.
7. Make bad decisions. Great job! At least you made one. I d fairly see you make decisions in which turn out wrong and learn from them than have you expect me personally to make every decision in your case. I don t have time. A mistake isn t stupid unless you do it twice.
8. Act like you own the company. Before making a decision, spending a dime, talking to a customer - you get the idea - pretend that you own the company. As the owner, how do you behave? What would you spend? Knowing it would impact your own bottom line or success of your company, can you act the same way or result in the same decision? If the answer is yes, then you are on the right track.
9. Don t anticipate me to pay for everything. I insures certain classes, but you must have some skin in the game as well. Read books, take instructional classes, listen to tapes, what ever it will require. And don t just learn what you need to know to do your job today learn for the future. Just because you aren t a new manager now doesn t mean you shouldn t take management classes. Don t assume that you don t need accounting classes because you re not in the human resources department. Believe me, accounting as well as budgets are a big part of any manager s job. If you want advice, come to me and I ll help you. I ll suggest classes, magazines to join to, and books to buy. And - I ll remember.
10. Confess. When you are making a mistake, tell me immediately. The earlier I know, the sooner we can deal with it. I ve gone to my manager with my heart fast beating, my palms sweating, as well as my voice shaky for you to confess a mistake I produced. It s natural to be scared. What could save you is the fact that I immediately heard about it from you instead of someone else.
11. Take responsibility when it isn t your own fault. If you are in charge of a new project then ultimate obligation belongs to you. I don t want to notice a long litany of excuses as well as explanations of how someone in which reports to you failed to take action. I expect you to take full obligation for the project. I know additional about what s going on than you imagine. And believe me, it works all the way the management chain. If a project I m in charge of fails because you didn t do your job, do you think my customer cares? The bottom line is that I am in charge, so I m the one who has to be responsible, and you should too.
12. Quit your work. If you think of what you re doing here as just a job, then quit. Come in on Monday and commence your career.
Agree? Disagree? Incorporate some of your own wisdom to add? Contact us - you can comment right in this article now, if you re reading through the e-version; if not, go to http://www.turningpointemarketing.com/Free_Resources/eArticles.html page and give us your input there.
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