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Editor: Dr. Wolf J. Rinke IN THIS ISSUE 1. NEWS YOU CAN USE 2. HOW TO MANAGE LIKE A COACH NOT A COP 3. WINNING ACTION STEPS 4. HUMOR BREAK 5. ABOUT THE EDITOR 6. CONTACT AND SUBSCRIPTION INFORMATION ======================================================== REALITY CHECK "Things which matter most should never be at the mercy of things which matter least." -Goethe ======================================================== 1. NEWS YOU CAN USE ======================================================== RUDE EMPLOYEES COST YOU BIG The McDonald's restaurant chain estimates that rude employees costs the chain "Éat least $750 millionÉ" per year, and that is for U.S. restaurants only. That represents approximately a 3.8% loss of revenue per year. ACTION STEPS: Teach your employees what they must say and do to be nice to customers and how to handle dissatisfied and angry customers. If you are in the customer service business (and who isn't) you must act now! Your bottom line, and even your survival, depends on it. If you don't know where or how to start read Chapter 6 of my Winning Management book or call us and let us explain how our Exceptional Quality Service (EQS) program can help you improve your bottom line. (800-828-WOLF). Source: Wall Street Journal, Jul. 16, 2001.
IF IT'S FUN IT GETS DONE When Katherine Hudson became the CEO of Brady Corporation in 1994 she made it a priority to inject more fun into the corporate culture. Prior to her arrival this traditional midwestern manufacturer of industrial signs did not even allow employees to have coffee at their desks. The result: "the company has doubled its sales and almost tripled its net income and market capitalization over the past seven years." ACTION STEPS: Any time you are in any type of leadership role, may it be parent, manager or civic leader, make it a top priority to inject more fun into what ever you do! And the best ways to start is to LIGHTEN UP and make fun of you! Source: Harvard Bus. Rev., Vol. 79 (7), 2001, pp. 45-53.
WHAT'S GOOD FOR THE SOUL IMPROVES THE BOTTOM LINE Increasingly companies such as The Container Store, Tom's of Maine, and Southwest Airlines are finding that operating by an ethics based organizational philosophy is increasing employee satisfaction and improving the bottom line. For example The Container Store stresses to their employees that they are "Émorally obligated to help customers solve problems and not just sell them productsÉ" has achieved sales increases of 20-25% since opening its first store in 1978. ACTION STEPS: Develop and widely disseminate an ethics based philosophy consisting of an organizational mission, vision and core values. Don't know how to start read Chapter 2 of my Winning Management book or call us and we'll help you develop a powerful organizational philosophy in just two days (800-828-WOLF). Source: The Washington Post, Aug. 19, 2001, pp. A1 and A6. -------------------------------------------------------------------------------------------------- DO YOU HAVE A QUESTION, SUGGESTION OR A SUCCESS STORY? We are getting some great success stories from our subscribers, and would like to hear what's working, or not working, for you. Mailto:WolfRinke@aol.com ======================================================== 2. HOW TO MANAGE LIKE A COACH NOT A COP by Wolf J. Rinke ======================================================== As a manager 85% of your success depends on your employees. If you want to get better, you must help your team members get better. Here is how:
Stage 1: Agree on the Project You and your team member agree on the specific project she is going to be responsible for.
Stage 2: Mutually Identify the Goals and Outcomes Expected Often things don't go the way you expect because your team member didn't really understand the outcomes you wanted to achieve. Both of you should be very clear about the when, where, what, who and how. Remember to always set high expectations because in the long run you get the quality and performance you expect and reward.
Stage 3: Facilitate Self- Discovery This is probably the most difficult stage for most managers, especially those who are used to telling others what to do. To make this happen: ¥ Listen actively — for the meaning, not just the words. This requires you to make your own mind quiet. It also requires you to talk far less than you are used to. Remember, there must be a reason that you were born with two ears and only one mouth. ¥ Help your team members think through the process and consequences of their proposed actions. Ask: "What would be the consequences of you taking this action?" Remember, your role is to facilitate their thought processes, not think for them! ¥ Share your good and bad experiences. Sharing what has not worked for you gets you off the pedestal, and gives your team members permission to be less than perfect.
Stage 4: Agree on the Boundaries If you have implemented a widely shared organizational philosophy —your mission, vision, and core values, most of stage 4 is already done. Otherwise tell your team member where your comfort zone is and where the danger zone begins. Also define when and how you want to be updated.
Stage 5: Authorize and Empower Giving your team members "rope" includes the appropriate spending authority to get the job done. And please don't be timid here. If housekeepers at Ritz Carlton hotels can spend up to $2,000 to solve customer service problems, what's your excuse? Tell your team members how far they can go without coming to you, and then stay out of their way and let them do their thing. This is particularly hard for managers who are afflicted with "perfectionitis." When something is wrong they want to correct it, instead of letting employees learn from their own mistakes. "But," you protest, "let them make a mistake, and not say anything?" Yes, that's what I mean. "All the time, regardless of the consequences?" No, that's why you must do a risk/benefit analysis.
Stage 6: Summarize and Reality Test This is best accomplished by having the team member state in her own words what, specifically, the two of you have agreed to. Say: "As you well know, Jane, this is a critical project for us. Please be kind enough to summarize what we have agreed to."
Stage 7: Track and Follow-through This is important if you are coaching someone for the first time. Put a note in your calendar or computerized tickler file to remind you when your team member promised to provide you with feedback. Once that is achieved, stand back — really stand back— and what ever you do, don't interfere! Now, watch both you and your team members get better, faster. -------------------------------------------------------------------------------------------------- For FREE articles, inspirational messages and money saving offers on books, audio and videotapes that will help you and your organization succeed FASTER visit our website: http://www.WolfRinke.com or call 800-828-WOLF (USA); 410-531-9282. ======================================================== 3. WINNING ACTION STEPS ======================================================== GET EMPLOYEES TO TELL YOU WHAT TO DO Do everything you can to create a climate that encourages team members to tell you and the other managers what to do.
FIND THE GOOD STUFF Next time you meet someone new—a new employee, customer, colleague, etc.—stop and analyze your initial attitude toward that person. If you tend to view the newcomer in negative terms, make a commitment to revise your attitude by assuming that every stranger you meet is okay in every respect until he proves you wrong.
TAKE THE "BUT" OUT OF YOUR MOUTH Pay someone a compliment and "shut up." Never follow a compliment with "but." But is an "erasure" word that negates everything you've said before. -------------------------------------------------------------------------------------------------- DON'T MISS THE 12th ANNUAL INTERNATIONAL CONFERENCE ON WORK TEAMS Sep. 1-12, 2001, Hyatt Regency DFW, Dallas, TX, USA. Learn what it takes to make teams work and have the opportunity to hear Dr. Rinke's closing keynote: "Positive Attitude: The Key to Peak Team Performance, 1:30-2:30 p.m., Sep 12, 2001. For more info contact the Ctr. for the Study of Work TeamsPhone: 940-565-3096, e-mail workteam@unt.edu or www.workteams.unt.edu ======================================================== 4. HUMOR BREAK ======================================================== Notices written in English and posted in foreign countries: Magazine cover in Moscow hotel: If this is your first visit to the USSR, you're welcome to it. Swedish bar: Ladies are requested not to have babies in the bar. Polish zoo: Please do not feed the monkeys. If you have the right food give it to the zookeeper. ======================================================== 5. ABOUT THE EDITOR ======================================================== Dr. Wolf J. Rinke, CSP is an internationally recognized motivational and management keynote speaker and seminar leader who delivers customized presentations that combine story telling, humor and motivation with specific "how to" action strategies that participants can apply immediately to improve the quality of their personal and professional lives. He is also a highly effective management consultant and executive coach. You can reach him at 410-531-9280 or email WolfRinke@aol.com ======================================================== 7. CONTACT AND SUBSCRIPTION INFORMATION ======================================================== Dr. Wolf J. Rinke, CSP President Wolf Rinke Associates, Inc. P.O. Box 350 Clarksville, MD 21029-0350 USA (410) 531-9280, Fax (410) 531-9282 For orders in the US (800) 828-WOLF (9653) Email: Mailto:WolfRinke@aol.com Website: http://www.WolfRinke.com If this was forwarded to you and you would like to receive your own FREE subscription mailto:WolfRinke@aol.com and type the word SUBSCRIBE in the subject box. To remove yourself from this mailing list, please type the word UNSUBSCRIBE WM in the subject box. PRIVACY STATEMENT: We will not make your name available to anyone. Period!
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