Several years ago, a senior executive proudly stated that he had been quite successful in his career with a simple methodology. He said that if people didn't like what he had to say, or they didn't like his plans and processes, that was their problem...and he was more than happy to "steam roll" them to get his way, because his way works.
Those who were listening to him were stunned. What he either didn't realize or didn't want to realize was that at best he had been very fortunate that he had been successful so far. Those who reported to him were looking for positions elsewhere. Those who weren't felt trapped and demoralized.
This executive's organization came to understand that "my way or the highway" is not a mantra for leadership. Two months later, this person had been let go.
The example above is fairly obvious...those who see management and leadership as simply using their position to strong arm results often fail in the long term.
What about those who manage in less obvious, yet equally damaging ways? Many managers and executives are highly competent in knowledge of processes, procedures, and technical aspects of their responsibilities. Many of these same managers fall short on being able to inspire others to higher levels of achievement, because their abilities to work with others effectively is seen as a "soft" skill.
Dale Carnegie celebrated our 97th anniversary on October 22. In the 97 years of our existence, we have seen over and over again that while technical competence is important...the ability to inspire others in practical ways is far more important.
Perhaps your organization's managers and executives don't "steam roll" others to get results...but are they able to inspire others?
More inspiration equals more profitability.
Monday, November 16, 2009
Friday, October 23, 2009
Organizational Longevity
When markets, the economy, technology and fads change, what's the best way to ensure continued relevance for your organization? We tend to focus on what we're good at from a technical perspective, emphasizing "hard skills" and ignoring soft skills.
When the inevitable changes come that challenge our organizations, sometimes shaking them to their core, what kinds of skills will matter most?
The point here is that the "soft" skills strengths that team members bring to the table are far more important than whether they can operate a machine, manage a budget, or improve a process. Often these things become irrelevant when organizations find themselves needing to re-invent, re-engineer, or recover from a bad year.
The ability to collaborate, communicate effectively, build consensus and inspire are far more important attributes to ensure success in an ever changing business world. Succinctly, would you rather have someone working for you who was technically competent, or someone who you knew you could count on to make things happen, focus on the team before self, and inspire others to do the same?
Dale Carnegie celebrated the 97th year of our being in business yesterday. Our focus on people skills, leadership, communication skills, and the ability to control stress and worry has carried us through economic times worse than what has happened in 2009.
Where is your organization's focus? Where should it be?
When the inevitable changes come that challenge our organizations, sometimes shaking them to their core, what kinds of skills will matter most?
The point here is that the "soft" skills strengths that team members bring to the table are far more important than whether they can operate a machine, manage a budget, or improve a process. Often these things become irrelevant when organizations find themselves needing to re-invent, re-engineer, or recover from a bad year.
The ability to collaborate, communicate effectively, build consensus and inspire are far more important attributes to ensure success in an ever changing business world. Succinctly, would you rather have someone working for you who was technically competent, or someone who you knew you could count on to make things happen, focus on the team before self, and inspire others to do the same?
Dale Carnegie celebrated the 97th year of our being in business yesterday. Our focus on people skills, leadership, communication skills, and the ability to control stress and worry has carried us through economic times worse than what has happened in 2009.
Where is your organization's focus? Where should it be?
Wednesday, September 30, 2009
Business Skills and Permanence
How often do we attend a seminar or other training event...and get psyched about what we have learned, only to have our new-found skills fade away?
Think about high school or college. We often forget practical skills that we have learned because we do not use the skills on a regular basis...even though they could have saved us money or made our lives easier. (How many of us wish we had used those skills we learned in shop class more often...especially after we spend thousands on a remodeling project!)
During our careers, many of us will spend thousands of dollars to improve our skills. If we're lucky, our organizations may pick up the tab.
...And without a plan to commit to use what we have learned, we can fall into what is often called the "knowledge trap". When our good intentions to turn our new knowledge into skills and our old habits collide, what will win out? Almost always the answer is our old habits!
Huge amounts of training and education dollars are wasted each year because we attend a learning event with no realistic, specific plans to use what we have learned. There is often little or no follow-up (and yes accountability!) to connect our new knowledge to tangible results.
It has been said that practice does NOT make perfect...rather it makes our skills permanent.
When we commit to use what we have learned, we build permanence for our skills...and we avoid wasting lots of time, money, and effort!
Think about high school or college. We often forget practical skills that we have learned because we do not use the skills on a regular basis...even though they could have saved us money or made our lives easier. (How many of us wish we had used those skills we learned in shop class more often...especially after we spend thousands on a remodeling project!)
During our careers, many of us will spend thousands of dollars to improve our skills. If we're lucky, our organizations may pick up the tab.
...And without a plan to commit to use what we have learned, we can fall into what is often called the "knowledge trap". When our good intentions to turn our new knowledge into skills and our old habits collide, what will win out? Almost always the answer is our old habits!
Huge amounts of training and education dollars are wasted each year because we attend a learning event with no realistic, specific plans to use what we have learned. There is often little or no follow-up (and yes accountability!) to connect our new knowledge to tangible results.
It has been said that practice does NOT make perfect...rather it makes our skills permanent.
When we commit to use what we have learned, we build permanence for our skills...and we avoid wasting lots of time, money, and effort!
Thursday, September 17, 2009
"Soft" Skills
We spend huge amounts of time on technical, process, and procedure training...and we need to. Our team members need to know how to do their jobs.
Once our team members are technically competent, their development in "soft skills" areas is often overlooked. How confident are they? What is their level of skill in dealing with other people? Do they communicate well? What are the leadership qualities that they bring to the table? Can they effectively deal with stress and worry?
Managers, supervisors and executives often find out the hard way that these skills are not so soft...and in fact have a profound impact on any organization.
For example, what kinds of things would happen if your team members made a concerted effort to criticize, condemn, or complain less?...not just because it's "nice", but rather because it tends to be a complete waste of time. (How many people do you know that truly welcome criticizing, condemning, or complaining?) Dale Carnegie realized many years ago that trying not to criticize, condemn, or complain is a key aspect of getting results, professionally, AND personally. Abiding by the principle helps us to get beyond the quagmire of negativity.
Your customers are the end users of your organization's proficiency with "soft skills". If their mantra, for whatever reasons - good or bad - is to criticize, condemn, and complain, rest assured that your customers and clients will know it.
Next we will examine how to make "soft skills" more than just a nice idea.
Once our team members are technically competent, their development in "soft skills" areas is often overlooked. How confident are they? What is their level of skill in dealing with other people? Do they communicate well? What are the leadership qualities that they bring to the table? Can they effectively deal with stress and worry?
Managers, supervisors and executives often find out the hard way that these skills are not so soft...and in fact have a profound impact on any organization.
For example, what kinds of things would happen if your team members made a concerted effort to criticize, condemn, or complain less?...not just because it's "nice", but rather because it tends to be a complete waste of time. (How many people do you know that truly welcome criticizing, condemning, or complaining?) Dale Carnegie realized many years ago that trying not to criticize, condemn, or complain is a key aspect of getting results, professionally, AND personally. Abiding by the principle helps us to get beyond the quagmire of negativity.
Your customers are the end users of your organization's proficiency with "soft skills". If their mantra, for whatever reasons - good or bad - is to criticize, condemn, and complain, rest assured that your customers and clients will know it.
Next we will examine how to make "soft skills" more than just a nice idea.
Wednesday, July 1, 2009
Customer Satisfaction Ratings...and People Skills
Having a relative who used to work for a company that was recently the subject of a monumental implosion has distinct benefits; you can sure learn a lot of important lessons.
My brother-in-law, who was an executive at this company (he left when he saw that the "C" level leadership was on the wrong path), came to a profound conclusion recently.
"You know", said he..."I have been all around the world in a hundred different cultures and business climates...and THE main thing that matters is the way you treat people." Yes...that skill that we sometimes dismiss as unimportant, or worse, "soft"- people skills, will make or break your business (and your personal life!).
While we pay close attention to the top and bottom line, how our colleagues, bosses, and subordinates treat each other and customers, internal and external, often gets overlooked until it's too late. "See the light, or feel the heat", as Sam Iorio, Partner in the Philadelphia/Allentown/Delaware area Dale Carnegie Sponsorship says.
And when our team members are collectively not all that great at people skills, our customer satisfaction rates suffer. And we lose business. And we lose profits. Suddenly our ability to deal with people in genuine and sincere ways is not such a "soft" skill any more.
Our customer satisfaction rating here at the Philadelphia/Allentown/Delaware Dale Carnegie Sponsorship is currently at 97.87% based on customer evaluation data. What is yours?
Stay tuned to this blog for more on how and why people skills matters far more than you might think.
My brother-in-law, who was an executive at this company (he left when he saw that the "C" level leadership was on the wrong path), came to a profound conclusion recently.
"You know", said he..."I have been all around the world in a hundred different cultures and business climates...and THE main thing that matters is the way you treat people." Yes...that skill that we sometimes dismiss as unimportant, or worse, "soft"- people skills, will make or break your business (and your personal life!).
While we pay close attention to the top and bottom line, how our colleagues, bosses, and subordinates treat each other and customers, internal and external, often gets overlooked until it's too late. "See the light, or feel the heat", as Sam Iorio, Partner in the Philadelphia/Allentown/Delaware area Dale Carnegie Sponsorship says.
And when our team members are collectively not all that great at people skills, our customer satisfaction rates suffer. And we lose business. And we lose profits. Suddenly our ability to deal with people in genuine and sincere ways is not such a "soft" skill any more.
Our customer satisfaction rating here at the Philadelphia/Allentown/Delaware Dale Carnegie Sponsorship is currently at 97.87% based on customer evaluation data. What is yours?
Stay tuned to this blog for more on how and why people skills matters far more than you might think.
Thursday, April 16, 2009
Your success stories are important! Post your Dale Carnegie related successes here and become eligible for a monthly drawing for a Dale Carnegie related prize.
More posts = more chances to win!
Drawings will be conducted on the last business day of each month at 5 PM Eastern time.
Stories must be related to Philadelphia, Allentown, Reading, or King of Prussia area and/or Delaware related Dale Carnegie programs.
More posts = more chances to win!
Drawings will be conducted on the last business day of each month at 5 PM Eastern time.
Stories must be related to Philadelphia, Allentown, Reading, or King of Prussia area and/or Delaware related Dale Carnegie programs.
Thursday, April 2, 2009
What Our Customers and Potential Clients Are Saying
We recently sent a survey to a group of our local clients and potential clients. Here are the questions that were asked and their responses.
1. In what ways have recent economic conditions had an impact on your business?
None, we are "recession proof" 0%
Minimal, we are "holding our own" 18.8%
Moderate, we have noticed an impact 37.5%
Significant, our senior leaders are concerned 37.5%
Catastrophic, our organization itself is in danger 6.3%
2. How has your organization addressed current economic conditions?
A focus on "back to basics", re-emphasizing what has made us successful in the past 50%
We have down-sized 31.3%
We have re-organized 31.3%
We have discontinued products or services 6.3%
3. What departments in your organization most positively impact results? (multiple answers were acceptable)
Finance 20%
Operations 66.7%
Human Resources 33.3%
Sales/Business Development 80%
Customer Service 40%
Information Technology 26.7%
Distribution 20%
4. Of the following competency areas, which would have the most significant impact on your business results in these difficult economic times? (multiple answers were acceptable)
More Effective Leadership 78.6%
Customer Focus 92.9%
Sales Effectiveness 85.7%
Employee Engagement 92.9%
Process Improvement 84.6%
5. Of the following subjects, which would have the most positive impact on enabling your organization to "do more with less"?(multiple answers were acceptable)
Customer Service 62.5%
Sales Effectiveness 73.3%
Dealing with Stress and Worry 66.7%
Preparing downsized employees for interviews 26.7%
Presentation Skills 71.4%
Making Process Improvement programs "stick" 73.3%
1. In what ways have recent economic conditions had an impact on your business?
None, we are "recession proof" 0%
Minimal, we are "holding our own" 18.8%
Moderate, we have noticed an impact 37.5%
Significant, our senior leaders are concerned 37.5%
Catastrophic, our organization itself is in danger 6.3%
2. How has your organization addressed current economic conditions?
A focus on "back to basics", re-emphasizing what has made us successful in the past 50%
We have down-sized 31.3%
We have re-organized 31.3%
We have discontinued products or services 6.3%
3. What departments in your organization most positively impact results? (multiple answers were acceptable)
Finance 20%
Operations 66.7%
Human Resources 33.3%
Sales/Business Development 80%
Customer Service 40%
Information Technology 26.7%
Distribution 20%
4. Of the following competency areas, which would have the most significant impact on your business results in these difficult economic times? (multiple answers were acceptable)
More Effective Leadership 78.6%
Customer Focus 92.9%
Sales Effectiveness 85.7%
Employee Engagement 92.9%
Process Improvement 84.6%
5. Of the following subjects, which would have the most positive impact on enabling your organization to "do more with less"?(multiple answers were acceptable)
Customer Service 62.5%
Sales Effectiveness 73.3%
Dealing with Stress and Worry 66.7%
Preparing downsized employees for interviews 26.7%
Presentation Skills 71.4%
Making Process Improvement programs "stick" 73.3%
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