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Editor: Dr. Wolf J. Rinke
Publisher: Wolf Rinke Associates, Inc.
(c) 2002 Wolf J. Rinke
Vol. 5 No. 5, October/November 2002
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IN THIS ISSUE
1. NEWS YOU CAN USE
2. RIGHT FOOT FORWARD: HOW TO ACHIEVE SUCCESS IN YOUR NEW JOB -PART
I
3. ANSWERS TO QUESTIONS FROM READERS
4. HUMOR BREAK
5. ABOUT THE EDITOR
6. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
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REALITY CHECK
Say good things about people or say nothing at all.
--Wolf J. Rinke
Source: Make It a Winning Life Perpetual Desk Calendar, Oct 15
(Get your own and SAVE-see below.)
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NEWS YOU CAN USE
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GROOM PEOPLE TO LEAVE AND THEY WILL STAY
A study of over 400 midlevel executives in a variety of industries shows
that providing them with education, training and networking that improves
their employability makes them less likely to leave their current employer.
At the same time those companies that do not provide for management
development decrease loyalty and commitment while achieving an increase
in a sense of insecurity.
ACTION STEPS:
Help your team members become the best they can be by implementing an
aggressive management development program. Once you get that going extend
the same benefits to all team members. Remember, your organization is
only as good as its people!
Source: Harvard Bus. Rev. Vol. 80 (9), Sep 2002, p. 24.
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HEAR DR. RINKE SPEAK
Oct 21, 02, ADA, Philadelphia, PA, Market Life a Pro and Succeed Faster
Nov 7, 02, IMS, Toronto, Canada, Winning Mgt: Building a Peak Performance
Workplace, Chairperson, Mark Jesty, 950-655-4257, e-mail toronto@ims-online.com
Nov 13, 02 SME, Timonium, MD, Positive Attitude: The Key to Peak Performance,
Bernadette Huber, bphuber@bcpl.com
Nov 15, 02, PRFSD, Pittsburgh, PA, Winning Management: Motivating Employees
to Achieve High Performance, Janet Morgan, 724-266-2833, ext. 2395
Nov 21, 02 ISS University, Copenhagen, DK, How to Make Encentivise Come
Alive, Gudrun Bjorno, gbj@group.issworld.com
Want to attend? Contact the person listed for the event or us for more
info.
Better yet schedule me to work with your team before or after the dates
shown above. My CUSTOMIZED programs, mgt consulting and/or one-on-one
coaching will enable you to build a winning team, improve productivity
and profitability (For details see www.WolfRinke.com) Plus you will
SAVE in travel cost!
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2. RIGHT FOOT FORWARD: HOW TO ACHIEVE SUCCESS IN YOUR NEW JOB -PART
I
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You have finally landed that new job. (Even if you haven't, read it
anyway, because there is lots of good advice that you'll be able to
apply in your current job.) It may not be your dream job but it comes
close. After all you've worked hard to become the VP of Operations.
Finally you've made it, and it is for a mid-size company who is a leader
in its field. Needless to say you feel great. And you can't wait to
show the president that he made the right decision to bring you on-board.
After all, during the what-seemed-like-forever interview process, he
emphasized over and over again that you are being hired to produce results.
This go-go company is in dire need for an infusion of energy, talent
and aggressive production quotas. And you are the ideal person to deliver
the goods. After all you were able to achieve dramatic improvements
in performance and profitability for your previous employer and you
can do it again. So you roll up your sleeves and get ready to demonstrate
your singular passion for improving the bottom line. In fact you plan
to tell your management team that results must be improved and that
you won't tolerate the laid-back attitude that seems all too common
around here. To let them know that you mean business you also plan to
ask each one to have an aggressive productivity improvement plan on
your desk within two weeks. You also advise them that you plan to address
all employees to let them know that you won't tolerate anything less
than 111% performance in the future.
Not so fast hot shot. Even though you were asked to achieve dramatic
improvements in performance that approach will likely backfire and give
you just the opposite results. Instead, use the following 11 steps during
the first 30 days and you will likely achieve your goal. (Steps 1-5
will be in this issue and the rest in Vol. 5 No. 6, Dec/Jan 2002-3 of
this e-Newsletter.)
Step 1: Walk softly and carry no stick.
There is gold in them, thar hills. And you will find the gold by becoming
a voracious learner and active listener during your first 30 days. And
by the way, this is a once-in-a-job opportunity that you will never
be able to replicate again as long as you are with this company. The
reason is what psychologist call scotomas-blind spots. After you been
with a company for a while you will never see these things again. (The
only way to get the same data after that is to hire a consultant.) To
find the gold, walk around with a note book and record everything that
strikes you as ineffective, wasteful, redundant, quirky, unproductive
and so on. Now here comes the important stuff: No matter how ineffective
you perceive anything to be, don't change anything just yet and keep
your mouth shut!!!
Step 2: Talk less, listen more.
Meet with all team members on an individual basis. Prior to the meetings
prepare an informal survey that will enable you to ask consistent questions
and record the answers to such questions as: What are your goals and
aspirations? What stands in your way of achieving your goals and aspirations?
What do you like about this company? What do we do really well? What
could we do better? What drives you nuts around here? What do you feel
could be done to improve results? What one thing would you change if
you had my job? Conclude each meeting by telling each team member how
much you value him or her and how you would like to be able to count
on him or her to help you get started on a positive note. Avoid, at
this point, outlining your goals. Let the initial meetings focus on
them, not you!
Step 3: Look for themes.
Analyze the data your collected. Look for themes. What are the issues
and concerns that are raised over and over again? Identify the top three
concerns, and start asking how they can be best addressed in your subsequent
discussions and meetings with your team members.
Step 4: Do the work
Schedule yourself to work every major function in your operation. For
example, if you have a warehouse, spend a full day with the warehouse
employees and work every major station from receiving to packing to
shipping. (No groaning please. How are you going to understand what
your frontline team members have to put up with if you have not walked
in their shoes? No, having done it once 15 years ago does not count.)
Step 5: Catch your predecessor doing things right.
While recording all the "bad stuff" also find what's being
done right so that you can extend praise for a job well done to all
those who deserve it. Especially go out of your way to publicly acknowledge
what your predecessor did right. At all costs avoid criticizing anyone
or anything during the first 30 days. Let me say that again, because
if you miss this one you will handicap yourself for a long time to come:
Do not say anything bad about anyone or anything any time during the
first 30 days! You simply don't know the organization well enough, nor
do you understand the real reasons why things are the way they are.
So say something positive or say nothing at all!
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SPECIAL HOLIDAY GIFT IDEA
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members, co-workers, friends and family members.
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3. ANSWERS TO QUESTIONS FROM READERS
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Dear Dr. Rinke,
I attended your Winning Management Seminar and I need your advice...
I have two people on my team that simply do not get along and do not
communicate because they do not like each other. This has been going
on since last year. All along I've suggested that the two get together
to iron out their differences, but it has not happened yet. Should I
become a referee and get them together or do I continue the "hands
off" approach and continue to urge them to work it out between
themselves? Tasks are completed due to individual efforts, but not from
a team effort. There are a total of four people in this area with only
two having issues.
I would greatly appreciate any feedback you could give me on this situation.
Sincerely,
Dave
Here is what I suggest, Dave,
get the two together in a neutral environment, ideally seated at a round
table.
Have each write on two 3x5 cards what they like about each other.
Have them pass the cards to you.
You read them.
Then have each write one 3x5 card each about:
"What I wish were different about you"
"What I wish you would not do"
What I dislike about you."
You read each in turn.
At this point it is likely that they will talk freely and you can do
away with the cards.
Once they talk freely and iron out their differences have them make
up to five specific commitments that define what they will do different
in the future.
Write those down on a sheet that reads: "We hereby commit to..."
and have them sign their name before they leave the room.
Prior to concluding the meeting, define your expectation for the future
by saying: "I expect that both of you will live by these commitments
in the future. I further expect that you will hold each other accountable
to these commitments, and iron out your differences on your own."
Have them agree and shake hands.
That's the process I use. Be aware that it is a bit easier for an "outside"
change agent, however you can still do it.
Let me know how it works for you.
Wolf
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For FREE articles, inspirational messages and money saving offers on
books, audio and videotapes that will help you and your organization
succeed FASTER visit: http://www.WolfRinke.com
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4. HUMOR BREAK
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Announcement made by the flight attendant on a recent Southwest Airlines
flight that was delayed:
"We're sorry for the delay. The machine that normally rips the
handles off your luggage is broken, so we have to do it by hand. We
should be finished and on our way shortly."
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5. ABOUT THE EDITOR
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Dr. Wolf J. Rinke, CSP is an internationally recognized management and
motivational 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 their management and personal effectiveness.
He is also a highly effective management consultant, executive coach
and author of 12 books including: Winning Management: 6 Fail-Safe Strategies
for Building High-Performance Organizations available at www.WolfRinke.com
To take advantage of Dr. Rinke's services call 800-828-9653 or mailto:WolfRinke@aol.com
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6. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
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