Kind and Reassuring, or They’ll Disappear!

Unlike the last two groups we looked at who like to see things moving along fast, this more Reserved group won’t appreciate being rushed through the process - especially when tension is building! While we can expect confrontation from the DRIVEN group and often a sarcastic comment (or fifty) from the INSPIRING group, the folks who tend to be more SHY are more likely to do all they possibly can to avoid ruffling anyone’s feathers. And in many cases, this very SUPPORTIVE group will accept the loss and be on their way.

With the exception of what I dealt with just this past week, I’ve rarely ever been in a customer service situation where the person tasked with handling the issue wasn’t trying to find a resolution as quickly as possible. Not only did the folks I was interacting with seem unconcerned about the amount of time it was taking, they clearly had no real interest in solving the problem either… The typical approach of fixing the issue as...

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Keep Things Light and Show Their Value!

As I posted the last blog, I thought it was only fitting to use an image of The Incredible Hulk; that’s certainly how I felt during much of the eight hours tied up with one company and four more the following day with another… Now that we’ve looked at some steps we can take in mending fences with the more DIRECT and DETERMINED folks, let’s jump to the next primary behavioral style - the INSPIRING and INFLUENCING ones.

While a blind spot for this group is that they can be ILLOGICAL at times, that’s almost always because of their desire to be INVOLVED in a lot of exciting projects and activities where they can help the people around them have a great time. But when things get really tense, they can show signs of being INFURIATED just like that last group!

The one thing these two groups have in common is their Outgoing and Fast-Paced approach to nearly everything they do. Be it good or bad, that certainly spills over into how both groups handle the most...

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I Don't Care How, Just Get It Done!

In the last LinkedIn article I published, A Great Customer Experience!, I referenced being tied up in customer support calls for more than twelve hours over the course of four days. Here’s where I need to be very transparent… For years, my dad has told me that I would become more patient as I got older. To this point, only one of those two things has happened - and it hasn’t been an increase in patience! For me, fifteen minutes stuck on a customer support call is cruel and unusual punishment… After twelve hours, I wanted to fight someone! (Ok, I was ready for that after two hours…)

With that in mind, it gave me some perspective on just how important providing a great customer experience is in maintaining and strengthening relationships with the people we serve - whether they’re our direct customers or they’re members of the team we’re responsible for leading. And we have to be honest with ourselves; there are going to be times when...

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Are You Willing to Pay the Price, Again?

Through the last several blogs, we’ve taken a look at some of the things we need to be prepared to do as leaders in order to develop and empower our team members to reach their full potential and help us carry the load as our organizations grow. That requires a significant degree of trust, confidence, patience, and investment on our part. Before I share something with you that John Maxwell and Mark Cole challenged me to consider recently, there’s one quick thing I’d like to call your attention to…

On Friday, October 9, we get to host the first ever live, virtual LIVE2LEAD:Harrisonburg experience! In addition to the world class content from John, Steve Harvey, Kat Cole, Alan Mulally, and Craig Groeschel, there’s a TON of bonuses. This includes a full 72 hours to access the 2020 content, access to content from all of the 2019 Live2Lead speakers, a lesson that Cindy and I are building just for this year’s event, and complimentary access to one of...

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What Does It Really Cost?

As I wrapped up the last blog, I referenced a study that showed how many organizations lose as much as 17 hours per week to miscommunication. Unlike the Salesforce.com study, I couldn’t put my find on any of the additional details that study covered or who conducted it. That said, I found it! We typically share these statistics during the second lesson of our Emerging Leader Development course, Critical Principles for Effective Communication… Here you go:

According to an SIS International Research study, the cumulative cost per year due to productivity losses resulting from communication barriers is more than $26,000 per employee. Not only that, the study found that a business with 100 employees spends an average downtime of 17 hours a week clarifying communications. Translated into dollars, that’s more than $530,000 a year.

I go on to detail out that math for companies half that size and twice that size, just so participants have a chance to relate it to the...

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How To Do It and What To Expect...

On April 23, 1910 in Paris, Teddy Roosevelt gave a speech called Citizenship in a Republic. In full disclosure, I’ve never read or heard the entire thing (but that may no longer be true by the time you’re reading this). However, that speech is where one of my favorite quotes of all time - commonly referred to as “The Man in the Arena” - was first shared:

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at...

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What? How? And Definitely WHY?!

I closed the last blog by referencing something I heard John Maxwell share recently, “Not investing in your team is short-cutting yourself as a leader,” then I challenged you to think about what tasks you’re still hanging onto that could really be passed on to someone on your team AND would serve to empower them in the process.

Once we begin delegating with the intention of developing the people around us, we need to also consider what tools could help those same people most to truly master those assignments we’re handing them. While it’s not quite across the board, most companies tend to have solid systems in place for helping team members improve their technical skills. Those hard skills, as we often call them, apply directly to the task at hand and typically have an immediate and visible impact on the final product we’re working to produce.

But the higher the level of responsibility for leading a team, the more we’ll find ourselves...

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We’re Only Human...

In the most recent LinkedIn article I published called If You Want It Done Right…, I shared a comment I heard John Maxwell make recently, “A leader who empowers their team isn’t someone who believes they have to do it all themselves for it to be done right.” While that’s not necessarily as easy as it may sound, it’s absolutely something we have to begin doing at some point if we have any hope at all of moving beyond that busy-ness we’ve kicked around over the last several messages to a place where we’re building a team that accomplishes what it’s really capable of!

I closed the last blog by challenging you to really think into how much it really matters when someone on our team makes certain mistakes. If it’s a true life or death scenario, we may need to stay in complete control of the situation. But let’s be brutally honest, those are few and far between! There are far more situations where a mistake here and there...

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How Much Does It Really Matter?

As we continue digging into the idea that all of us are going to make mistakes and that can’t be what completely stops us from delegating tasks to our team members, there’s one big thing we’ll need to be able to answer: How much does it really matter?

Before we get wrapped up in answering that question, let’s make sure we’re on the same page… Some mistakes come with a higher cost, and none are more expensive than the ones that are covered with excuses! Learning from a mistake is often part of the price of learning, but making an excuse rather than accepting responsibility and finding the lesson means there will never be the slightest chance to pull value from the mistake!

Whether it’s a team member who we’re developing as we begin providing them with new opportunities or a politician who’s “set up” by a salon owner, making excuses for this mistake limits (and sometimes completely removes) our chances of trusting them...

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WHEN a Mistake is Made, How Do You Handle It?

Know this: I was VERY intentional about the title of this message! I’ve often heard that there are only two certainties in life; death and taxes. Not true!!! We can easily add a third certainty to that list by simply admitting that we’re all going to make mistakes, and the vast majority of us will likely make at least one yet today… If someone suggests otherwise, they’d probably lie about other things too!

Before we take a look at a recent example of why it’s so much easier to accept responsibility for mistakes and move on than to make excuses justifying the mistake, please allow me to call your attention to the FIRST EVER live virtual LIVE2LEAD:Harrisonburg experience on Friday, October 9! In addition to the live content from John Maxwell, Kat Cole, Steve Harvey, Alan Mulally, and Craig Groeschel during the event you’ll get to circle back to all this for 72 hours following the event! You’ll also get access to bonus content from each of the...

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