Tag Archives: values

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2 Faulty Thinking Patterns Leaders Must Ditch

  By Christina Lattimer • November 14, 2013 - 3:00 pm
Faulty Thinking Most progressive people in business understand only too well that the old paradigm of faulty thinking  has long gone.

Examples like “profit before values”: underhand strategies of “the end justifies the means” or  “we are important so we deserve special privileges”  have been exposed and deleted by the best organisations.   While businesses regroup and to make amends, change doesn’t happen overnight.  Some two years or so on from the major scandals, there is still much to do.

Optimistically change for the better must occur, and evidence of proactive and definitive change is happening, typically illustrated by the very strong corporate statement issued by the likes of   where they set out in no uncertain terms their ethics and standards moving forward.  Other companies are positioning themselves accordingly.

Many of the problems arose, not because people involved in the scandals where inherently bad people, but because they were  victims of “faulty thinking”.  Faulty thinking taken to the extreme.   Throughout history you can see examples of faulty thinking being taken to the extreme.  Think Hitler and modern day dictatorship, terrorism, and modern day slavery.  There are lesser degrees of faulty thinking, but if adopted globally then innocently seeming “right” thinking can be catastrophic.

There are some key beliefs and thinking patterns which underlie many of the “ills” of society and of course can be evidenced on the leadership stage.  These beliefs have permeated our culture as a global society and therefore have become a paradigm which acts like a closed cell door and makes it seem difficult to get out.   Much is of course unconscious faulty thinking.   This might sound bleak, but actually by acknowledging such faulty thinking, then we are able to shine a light on this paradigm and change our beliefs and thoughts to more positive and affirming thinking which will of course create a brand new paradigm and a much brighter future.

The following set out 2 ways  we continue to exercise faulty thinking and therefore limit great changes in the world and in business.

  1.  There is not enough to go round

The economic crisis is not yet over, and there is a cacophony of voices telling us there is recovery, and others who are predicting the end of society as we know it.  Who knows?  The whole debacle has been made by ongoing and systematic faulty thinking about our collective purpose and the possessive of money in particular.

The scarcity principle is one which is one of the most prevalent traits of faulty thinking, and one which people feel most justified in bowing down to.  But it is a faulty system, borne of faulty thinking.  There is no real scarcity in the world; we have made a system where we have bankrupted the world, businesses and individuals.  There is plenty of food to eat and there are enough resources, we have sufficient intelligence to overcome the majority of problems which arise.  We just don’t do it.  Why?  Because we believe there is scarcity, on a global, collective and individual level.  The scarcity is literally all in our mind.

For a business leader, this is a difficult one because the thought and “evidence” of scarcity through downturns in economy, reduced budgets, income etc. is compelling.  The scarcity principle is one which makes people work longer for less with little hope.

The unified alternative is to find the opportunity in any situation whether reduced economy or other situation where scarcity is the fear.  Use the experience to find ways of creating more, leveraging growth and learning to challenge beliefs and assumptions and “the way things have always been done”.

This is not rocket science. Every savvy entrepreneur knows that there are always opportunities in adversity.

  1. Favoritism

There is a standing joke on the UK version of the “X Factor” involving  Louis Walsh, the long serving judge from Dublin,  who is said to favour acts from Ireland whether they have talent or not .  I think most people see it very much as harmless fun, and it always raises a laugh.   This is only a TV show, and while I’m sure some hopeful with talent might feel put out about being turned down because people with less talent have got through by virtue of their place of birth, they hopefully can get their talent recognised elsewhere.

Favouritism in other arenas and especially in the workplace has more serious connotations.   At its worst, favouritism stems from a conscious or even unconscious form of discrimination and can seem harmless, but it has far reaching effects.  At best, favouritism is simply a matter of keeping ourselves in our comfort zones, because of a fear of “difference”.

Many years ago I applied for a job.  Pitching up for the day of assessment and interviews, I was joined by 6 other hopefuls.  Of the seven of us there was one man.  We were collectively greeted by the CEO and his board, all men, and the day of interviews commenced.  I remember thinking they were doing really well because they must have recognised the overly masculine nature of their top team, and they had called 6 women to interview.  Surely they were committed to giving women a chance.  I don’t know indeed they may well have been.  The next day, I got a phone call to say that I had been an “exceptional candidate” and the board had been very impressed, but that they had decided to offer the job to another person.  I was fine, and was quite amused to note when they announced the appointment, it was the only male candidate, who was successful.  Now I’m not saying that they were discriminating against women, nor am I saying the male candidate didn’t have the best qualifications.  But I did wonder if they were pretty comfortable in their “all male” group.

Favours can consist of securing contracts, promoting, awarding bonuses, praising, promoting, spending time, allocating quality work etc. to others with little regard to contribution or effort but because they are in the “favoured few” circle.  It can mean employing family members even if they aren’t the best qualified.

The unified alternative is to be open to many different types of contribution and value them all.  To develop a framework of fairness, appreciation and reward open to all.   Be aware of, and guard against biases.  The underlying premise to this is of course that we are all equally of value in whatever situation.

There are many ways we  think in a faulty way, but if we solved those two we would have opened up a vista of opportunity, the like of which has never been seen before.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Leaders Make Mistakes Too – 5 Steps to Redeem a Potentially Fatal Error

  By Christina Lattimer • August 15, 2013 - 3:07 pm

Mistakes picture Repeated mistakes are no longer sustainable

Ethics, morality and values based leadership are high on any thought leaders agenda right now. Realisation that materialism, self-gain and profit above ethics is no longer tenable, means leaders now have to be really clear their organisational and personal values, not only have to match, but must be demonstrated on a day-to day basis.

The public outcry in response to the face book status, made by Sheryl Sandberg’s Lean In Editor, , is a stark demonstration of how questionable values can destroy trust.

For readers who have not yet followed this undoubtedly viral story, Jessica Bennett’s status invited applications for an “unpaid intern” with a description of the desired skill set and expectations in terms of the intern’s availability.

The response was immediate, with the majority of responders expressing “disgust” at the decision to attempt to get unpaid help, while Lean In’s purpose to promote and foster equality in the workplace, appears to be compromised. To make matters worse, it seems, Sheryl Sandberg’s widely reported sale of  $91 Million Worth Of Facebook Stock”  would suggest the founder of the organisation is not short of a bob or two.

Some brave responders disagreed and suggested the opportunity to gain the experience Lean In could offer would so benefit the intern that to work for free was a “gift”.

At the time of writing Sheryl Sandberg had yet to respond, while the Los Angeles Times, published a a short statement from Lean In.  “Andrea Saul, a spokeswoman for Lean In, said in a statement: “LeanIn.Org, like many non-profits, has enjoyed the participation of part-time volunteers to help us advance our education and peer support programs.”

Whatever the intention behind the Facebook status, the announcement has not only caused readers to question Lean In’s organisational values, but also demonstrates how different perspectives and views take on a life of their own and can call into question the values of the leader.

The problem with values at work is that actions always speak louder than words. Leaders who say one thing while doing another are simply creating an environment of distrust and division. Care needs to be taken that all actions are aligned to fundamental values. This is true not only when public announcements take place, but when internal decisions are being taken. Every action is conveyed out, and note will be taken, whether the leader likes it or not.

For Lean In, there may be a number of valid explanations for calling to recruit unpaid people to work for the organisation, but lack of clarification or communication is allowing people to simply make up their own minds. At best, this is a badly worded gaffe. At worst, it demonstrates a lack of commitment to organisational values and therefore calls into question the effectiveness of the aims of the organisation.

Like it or not, if you are a leader, there are going to be times when you either communicate inadequately or simply make a wrong call.

I’ve made many mistakes in my time, and the incident which springs to mind, happened only a few years ago.

I had worked hard with my team to foster a culture of inclusion and collaboration, making sure everyone was heard and had a say, where it was appropriate to do so. I also wanted to offer a service to our customers that was second to none, and the team was tasked to develop a strategy to do so.

Ever an opportunist, while this process was going on I got the chance to sign the entire team up for accredited customer service training for peanuts, as the training provider had access to grant funding. After a pretty unscheduled demonstration I signed on the dotted line, thinking I had bagged a brilliant bargain and a great opportunity for my team.

As soon as I made the announcement, I realised of course, I had made a tremendous gaffe. Notwithstanding the training and assignment time was completely in work-time, notwithstanding the team were going to get a recognised qualification, as well as learn the skills of brilliant customer service, all for a price which hardly made a dent in our ever pressed budget; I had violated at least three fundamental values, which I had been at pains to stress over the months I had worked with the team. The first one was simply to communicate with them, the second, to consult with them about major decisions which affected them and the third was to allow them to develop the overall customer service strategy, and take ownership of it.

Thankfully they took me to task about my actions in no uncertain terms. I was within a hairsbreadth of losing their trust forever. I knew my intentions were good, but I also knew I had to do something honest and with integrity to make matters right. The following framework can be applied to most situations, although they may come in different orders depending on the impact of the gaffe.

Admit you were wrong and apologise. I told them I was sorry, and honestly explained that in my enthusiasm to capture what I thought was an amazing opportunity, I had acted too quickly.

Set out your original intention. I wanted to be able to help my team develop exceptional customer service skills. I wasn’t expecting them to study or attend workshops outside of working hours. I also wanted to give them an externally recognisable qualification so it added to their bank of transferable skills. Most of the time, we do make decisions with the best of intentions, even if we haven’t thought through the entirety of our actions. Without being defensive, it is part of being honest to describe your reasons for making the decision.  If well-intentioned then your reasoning is a valid factor.

Get Feedback. It’s no good forging on and making good without really listening to what your team are saying. If you want to make things right, you cannot assume anything. When I first heard objections to the proposal for training, I immediately jumped to the conclusion that the team just didn’t want to commit. Luckily enough I had enough experience to realise this probably wasn’t the case.  When I realised it was because they thought I had tread on their space and usurped their decision making powers, I could not but be grateful that the very values I had tried to introduce were alive and well.

Understand Your Bottom Line. Sometimes good decisions are made in the wrong way, and the outcome is un-negotiable. At other times, there are some options, where some compromise can be made and then you can find a solution within those parameters. In some cases, you just have to put your hands up and ditch your decision. In this situation, having listened to team members, I gave them back their decision making power, and made entry onto the course optional; although it was understood we had to find a way to help those not undertaking the training to find a way to meet the aspirational standards we needed. As it happens every one undertook the training (and passed!).

Make Amends. The customer service you remember is when the provider or supplier goes the extra mile. Things may go horribly wrong, but it is how the supplier deals with the situation that you remember best. It is the same with making a gaffe. It is how you subsequently deal with it which is at the heart of your redemption. As well as all of the above steps, in this case, I asked the team how they wanted to interact with me in the future, to make sure they were fully informed about potential developments and also that I consulted with them. I committed to this and made sure I followed up with my promise because I realised how tenuously close I had been in losing trust.

No doubt it will become apparent what the intentions behind the “Lean In” situation are in reality. It may be decided to quietly withdraw the post and make no announcement. I sincerely hope though they follow the 5 steps above or take similar action to deal with their gaffe.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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7 Principles To Get An Immediate Return On Your Learning Investment

  By Christina Lattimer • February 1, 2013 - 7:28 am

 

There are many evaluation models and cost/benefit frameworks which attempt to determine the “worth” of learning and development in the workplace.  Depending on the type of learning required, some models and frameworks are easier to apply than others.  Sometimes even when applied, the expected outcomes and improvements have either not materialised or they have taken far longer than expected.

Even when the learning programme is excellent, it doesn’t always deliver results

A number of years ago, I worked with an organisation who had invested a great deal of employee time and financial resource into a learning and development programme, with frustratingly little result.  A professional business consultancy had evaluated before and after, calculated a ROI which was a persuasive driver to buy in the proposed programme, but 18 months later, the expected benefits had simply not accrued.

The MD was totally frustrated; as the learning programme was polished, expert and inspirational.  Employees were enthused, and bought into the concepts and the benefits of working in a different way.  The formalised feedback on the training event was excellent.  The business consultancy had done an amazing job.  So what had gone wrong?

Improving knowledge, skills and behaviours doesn’t always mean better results

In another example,  lack of effective leadership skills and behaviours had been identified as a big problem for this national organisation.  It was decided to re-design the leadership skills framework and to develop a programme for all senior leaders.   A set of behavioural standards were developed, and a methodology to measure changes was put in place.  A coaching and mentoring framework was agreed along with monthly action learning meetings.

There was a new spring in the step of leaders across the organisation.  They gave positive and enthusiastic feedback for the coaching and development programme.

When the 2nd annual employee feedback survey showed less than a 1% improvement in perceptions of employees, alongside results with marginal improvements, they were dumbfounded.

Great learning programmes don’t always result in improvements, but they should

Those examples are simply two of hundreds I have seen, when learning and development has been brought into an organisation; the learning has been evaluated and the content and application has been faultless. The organisation is absolutely clear about the improvements they want to see.  But yet, still, the expected results did not materialise.

Why is this?  As you know there are many factors which impel or motivate people to change the way they do things, and learning new skills, behaviours, knowledge or even raising awareness is just one part of the equation.

When your business is buying in development interventions, you want to be able to see a real return on investment, otherwise why would you use precious financial resources on it?   No one can completely guarantee a return on investment, but the chances of a return can be greatly improved, and more importantly you can pinpoint exactly why the return hasn’t been realised by introducing the following principles.

When I was asked to do some work for the organisation in the first example, the MD was frustrated that the learning he had bought in had not realised the outcomes he required, even though the learning providers had delivered the learning they had promised.

 

Seven simple principles

My first step was to establish the following 7 principles if I were going to take on the task of getting results:

  1. A learning and development provider will facilitate a real return on investment in partnership with the commissioning organisation.
  2. Learning must enable a measurable improvement or change by the learner.
  3. The improvement or change must contribute to the overall outcomes for the organisation.
  4. Each learner must develop a “call to action, or objective” where they are accountable for achieving the measurable improvement or change. 
  5. The organisation must enforce accountability, usually through their performance management system.
  6. The achievement collectively of “calls to action, or objectives” will result in a measured outcome for the organisation.
  7. “If it is not possible to set individuals a call to action or objective which aligns with overall business objectives, following learning then the commissioning organisation should consider whether development is actually needed.

 

I agreed to deliver a short refresher programme, with a pragmatic design.   I explained unless the training included an accountable call to action for each employee, it would likely be unsuccessful once more, and so secured his agreement to establish accountability for achievement within the organisation.

We agreed at the end of the event, each employee would identify a work based objective to improve, abandon or shorten a process and to quantify the savings.

  • Improve customer service or increase customer satisfaction, with a measurable difference
  • Reduce the number and type of complaints
  • Create a measurable increase in quality

In  a 6 month period, 95% of employees met objectives,  outcomes were recorded and collectively it was calculated that almost  £1 million had been saved up to that point as a direct result of achievement of the outcomes or objectives.

Not only were amazing results achieved, employees felt an increased sense of ownership of the success of the initiative.  They had tangible evidence of their contribution and saw a real difference.

Incidentally, these principles will also work for individuals if you are thinking of buying in your own self-development programme.  For the majority of learning, unless it translates into accountable action, then it might be a “nice to have” but not necessarily an activity which will create significant change

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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7 Deadly Workplace Sins

  By Christina Lattimer • July 12, 2012 - 9:00 pm
workplace Whatever your role in the workplace, I’m betting you would like to go to work and be able to do your best in an environment which is fun, productive, friendly, happy, inspirational and positive, makes a difference, and has a great reputation (oh and pays enough to give you a decent standard of living).

Would I win my bet?  If not, please contact me right away as I will be fascinated to know the reason why!

I’ve been in a minority at times given the grouches people have about their workplaces, as I have worked in teams where the qualities listed above have been achieved.  The problem is when you have a workplace which works really well, it’s usually rare, and doesn’t always last.

More frequently I’ve worked in places which haven’t been so positive, even though they may have aspired to be.

I’m a person and am generally positive,  so am more likely to begin by describing my vision or the positive qualities a leader should obtain, or even what makes a great team.

The other day someone asked me what were the biggest sins committed by organisations or teams which prevent them from realising a “dream team”.  It’s not a place I start from very often so it got me thinking. The “sins” listed below are what I came up with.

Teams or organisations aren’t likely to create a dream team if they are guilty of the following 7 deadly workplace sins:

They

1. Don’t know what  a “great” workplace looks like and so lack vision

The problem is, if an organisation has never been great there is nothing to compare with.   Most businesses have great vision about profitability, levels of service, and external customer services and products.  What they often don’t have is a vision about how their team will be working together.  It’s a little like a workaholic working all the hours he can and paying no attention to his health, eventually he will collapse.

2. Are just “good enough” and don’t stretch themselves 

Being in their comfort-zone can be one of the biggest barriers to achieving greatness for an organisation.  If an organisation is achieving good enough results then the imperative to grow beyond and above the cultural norm might be fairly weak.  People need a good reason to up the game.

3. Concentrate on meeting targets instead of using targets as a tool for better service

Measures and metrics are brilliant and a must when used in context.  Unfortunately when an organisation values hitting targets and profits margins above great customer service or quality teamwork then the result is likely lack of sustainability.  When an organisation is focused on great customer service and getting the best out of the team, and targets are used as a tool to assist, the rest follows naturally.

4. Recruit based on competence instead of excellence

I know in recruitment circles, competency based recruitment is meant positively. Competencies have helped job sponsors be specific about the skills, behaviours and knowledge they need to select an effective candidate.  Competencies in themselves though are often not quite right.  They often fail to miss the “x” factor needed for certain jobs and again and again, I have seen people recruited who meet all the competencies, but interviewers know they aren’t right for the organisation, or a specific role.  The first question a great organisation should ask is:  How can we attract excellence to raise the bar in the organisation?

5. Competitiveness across teams is fostered

I’m all for a little healthy competitiveness.  Comparisons across results are a must. The problem comes when results become the bottom line.  End of month or annual results might earn a team or an individual a bonus, but quite often fantastic teams can’t get good results for a number of reasons.  It might be because they are doing the right things, but it takes longer to get better results in the long run for example.   Results must be tempered with a balanced overview.  Unhealthy competitiveness comes in many guises, one of the worst is when a team will “protect” resources, or make decisions which aren’t for the greater good of the whole, but are simply to preserve status, resources, or accolades for the individual or a single team.

6. Inadequate leadership and management skills are tolerated.  

I know this is a common cry, but seriously, it only takes an organisation to get clear and get tough and the problem could be gone forever.  It’s quite unforgivable to let this situation carry on for any length of time.

7. Allowing familiarity to preside over undignified behaviour  

Dignity at work is for me one of the most important values an organisation can prize.   The problem is, if an organisation has people who have worked there for a number of years, it can become like a tired marriage and over time the tenet of “familiarity breeds contempt” can become a reality.  I have heard many managers when challenged about less than dignified behaviour of their employees towards one another say things like “that’s just billy, (or Brenda, or bob etc. etc. ), it’s just the way they are”.  Even worse if the employee feedback survey indicates even one member of staff feels like they are bullied, then inaction is tantamount to condoning unacceptable behaviour, or even the perception of it.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Gross National Happiness on the balance sheet?

  By Christina Lattimer • April 16, 2012 - 9:46 am
National Happiness is a tangible outcome!

Because of my commitment to great people management and engagement, I was heartened to discover that the UN conference on national happiness and wellbeing which began in New York City on 2nd April came to the conclusion that good performance on GNP (Gross National Product) didn’t automatically mean that GNH (Gross National Happiness) increased at a similar rate.

Yes, really, Gross National Happiness!  For those who always thought soft skills were the soft option, then the introduction of the measurement of Gross National Happiness might mean they have to think again.

The conference reported that whilst economic growth was important, 4 other factors were independent causes of national happiness.   These are; community trust; mental and physical health; quality of governance and finally rule of law.

The conference pointed to the premise that you and I know only too well, that “money is not the root of all evil, it is the love of money which is”.  Or in other words, whilst financial wealth is desirable, it because of what it brings to our lives, not the objective.

The conference which is a first of its kind may well be an extremely important landmark in the drive to change the way we do business.

If you haven’t yet heard of “” by Jeffrey Sachs et al; upon which the summit referred to in their discussions on national happiness, then you may want to get yourself a copy of this.  The report makes the link between economic growth and the impact on national happiness and wellbeing, which is fast (it seems) becoming a measurable commodity.

The theme of the report centres on the premise that happiness as a by-product of increasing wealth is no longer sustainable.  From a global perspective, in terms of sustainable development, we need to concentrate on: ending poverty, environmental sustainability, social inclusion and good governance.

Most leaders know and understand that financial reward is not usually top of the list to help motivate staff.  But leadership development programmes must include some of the social issues addressed by the overall message from the conference.   The overall message from the conference and report is that the following factors are important to people in the world of work and as a measurement of  national happiness.

“Working hours, good opportunities for advancement, job security, interesting job, allows to work independently, allows to help other people, and useful to society:  A sense of overall purpose for the job, a degree of autonomy in discharging it, and the competence to do the job – a proper fit between worker and job.  Allied to this people need support and recognition for their efforts.  In addition, more personal factors include mental and physical health, education and family experience”.

As a people manager for many years, I always knew through experience that happy employees were productive employees.  But it is more than that.  As human beings, if you break down any motivation for any action we take, it is usually to help ourselves become happier.  We have an inner drive towards happiness and wellbeing.  That is because happiness and wellbeing are our natural state.

While I think the conference is merely a beginning, and it will remain to be seen whether the subject of happiness is taken seriously or not by world leaders; at least it is a start.  So along with me, watch this space!

Do you believe happiness is important?  What might this focus on happiness mean for leaders, managers and HR professionals in the future?  What are your views?  I’d love to hear from you.

 

Why not read “The Single Daily Choice Which Will Change Your Life For Good“ national happiness

 

 

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Sales People, Can They be 100% Honest?

  By Guest Post • February 22, 2012 - 8:06 am

Sales and Integrity?

Welcome to my second guest blogspot – I am really pleased to introduce Richard Lane of durhamlane, Sales Consultancy.  Richard has a fresh and honest approach to his expertise which helped me when I was first starting up.    Much gratitude to Richard for his blog post.  You can find more about Richard and durhamlane below.  Enjoy!

“Can a sales person be 100% honest? That would make for an interesting blog post” a good friend said to me a while ago.  The question has been playing on my mind ever since. I suppose a similar question would be is something Black or White. To me, being a sales professional relies on being able to see the colours in-between – or ‘grayscale’ to use the language of my HP printer.

If we relate “100% honesty” to having integrity, being the consummate professional and always trying to do the right thing by your clients and prospects then it is essential.  Success in Sales means being able to navigate around a customer’s organisation – listening here, offering advice and providing feedback there. It is not our place to make controversial statements or to disenfranchise. Rather we must challenge – where and when appropriate – and build rapport and relationships that make someone want to buy from us. Offering value, becoming a trusted advisor and delivering products and services that have a positive impact.

There are times when it is better to stay quiet rather than speak up, others when we focus on one feature at the expense of another. Does this mean you are being dishonest? Only if you do so in the knowledge that you are not offering your prospect or customer the best solution possible.

The Sales Profession has built itself a reputation that not many envy. Perhaps this is because of a tendency to focus on short-term success. Worse, Management has pushed a culture of short-termism. This type of self-preservation is not long-lasting. Trust rapidly disintegrates. The most important sale is not the first to a new customer but the second – when you have successfully delivered so that they want to come back for more.

I know lots of great sales people who are focused on developing win-win relationships built on trust, reliability and professionalism. The word cloud above comes from a survey we ran a year or so ago where we asked sales people what first words came to mind when they thought of Sales. We intend to run it again soon and will share the results.

The Sales Profession knows it has to do better and it is rising to the challenge. I could point you to many sites both here in the UK, the US and around the rest of the world where sales individuals and organisations are helping others to make a lasting difference. Just four examples of sales pro’s I respect include:

Dave Stein at
Paul Castain at Sales Playbook
Neil Warren at Modern Selling
Donal Daly at

2012 will see all of us here at continuing do our bit to put a positive dent in the sales universe. What can you do to put Pride back into Sales?

 

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Before becoming a recognised sales trainer and coach, Richard spent his career in sales, management and sales leadership positions for learning and software/technology companies.  Having won numerous global blue-chip customers, Richard successfully managed global client teams to service and grow these accounts.  His passion is in crafting solutions designed to solve complex business challenges, always with the goal of creating win-win and long-term value.

Business fit, business value and long-term relationships are at the heart of everything Richard does.  He is driven by a desire to raise the bar of the sales profession in the UK.  Having worked every sales role, he has an instinctive ability to relate to both business owners and their individual sales staff, motivating, increasing confidence and providing inspiration.  No matter the title, Richard has always kept selling; leading by example.

He is a blogger, a runner, a blues guitar player, a self-confessed “non-techie-techie” and a member of the Institute of Sales & Sales Management. To find out more about Richard and durhamlane, visit:. To sign up to durhamlane’s newsletter, visit:    You can also follow Richard on twitter @richardmlane and @durhamlane [/message]

To find out more click here

Sales

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Values – an Important Way of Working

  By christinapd • February 20, 2012 - 9:22 am

Values Values  –  A Question of Integrity

I have always been a values driven person.  During my early years I wanted to make a difference and to help people become happier and more satisfied.  As a result I went down the path of people management.   Although I found I had a gift of business acumen and creating successful teams, it was the people underneath who inspired me and where my focus lay.

I remember also a time when my intrinsic values were challenged.  A lady who I was assigned to deliver a project with had somewhat different values to me.  At that time I believed in equal opportunities for all.  I believed that fairness, openness and transparency were paramount. I realised the potential to indirectly discriminate, and also about the power of our minds to subconsciously discriminate on appearances.  I believed in being honest, doing the right thing and respecting everyone.

I also at that time thought that everyone shared some if not all of these fundamental values.  I was mistaken.  The project manager who was leading a programme I had been appointed to work on was very different from me.

Working along side this person, I recalled a story my friend had told me about a boy at her son’s school.  When caught cheating by copying some exam questions from another, his response was “its not cheating, it’s simply getting the answers by an easier route” Or words to that effect.  We laughed at his audacity.  But in my naivety I didn’t think this expedient approach would appear in my world of work.  Again I was mistaken.

The project manager I discovered was tough, ruthless and had the same principles as the boy at school.  Her philosophy was that the end justified the means.  That you sometimes had to make tough decisions which overrode any values you might have cherished upon the way.  You eye had to be on the end result and all that mattered was the result.  What’s more I found that senior managers and people of influence bowed down, respected and encouraged this approach.

For some of you reading, I guess you might think that my own values were soft and unrealistic in what can be a ruthless world.  And as I came upon this stark contrast to my own way of doing things, I spent 6 torturous months, re-evaluating my approach and what this new information meant.  It was a steep but necessary learning curve for me.  I began to doubt my own values and began to feel ineffective in the wake of someone who steam rollered over all my suggestions about how things should be done.

This period of self doubt and discomfort is often a necessary stage of learning and growth, and one which I had often sidestepped.  After all it’s much easier to make the other person wrong rather than admit you might well be.

What I learned in this time was this:

  • Examining others values and incorporating their philosophy into your own values can actually help you grow.  I am glad I didn’t reject the values I was being faced with; I learned a lot about myself and others through this process.  I would urge you to look at this in this light.
  • I always had a :  So for example, I would respect that sometimes the boundaries between my employee’s personal life and work sometimes encroached, particularly during stressful life events, but that the business could only bend so far to accommodate.  We had a business to run.  I learned that other people had a much shorter bottom line, and that was their prerogative.
  • That organisational values and ideals could and would erode when faced with crisis or major change, and that senior managers could and would often support this.  This can arise quite often when faced with a financial crisis, or a battle for survival.
  • I realised that I could respect other people’s values even when they weren’t my own.  I might not agree with them, but there were occasions when I had no choice but to accept them.

Even in times of crisis or change, your values don’t need to actually change, indeed to maintain the credibility and trust of your customers and employees; this is the time you need to demonstrate your commitment to fundamental values even more strongly.  But you must also be diligent and articulate your bottom line.  So for example, you might have a policy around family friendly policies, but that if your business is on the verge of bankruptcy, you might have to review these and ask people to do more.

The lady in question wasn’t a cheat.  She just valued outcomes more and the way people came along with the change came second.  She wasn’t dishonest, just didn’t value the input of others because it would slow the process down.   She got the job done, but she didn’t make many friends upon the way.   Did it make financial sense?  Yes in the short term.  Did it earn the respect of the employees affected?  No, not in the long or short term.

In the process of my learning, did I change my values?   A big resounding no.  I realised that a values driven approach can be seen as slow and soft.  It isn’t.  What I learned is that having a commitment to values, with a clear and transparent bottom line is essential to gaining credibility and commitment.

What I don’t do, is dismiss other people’s values because they are not the same as mine, or indeed judge them.   I consider them in the context they are being applied.  If I am working with people whose values don’t coincide with mine, I try to put myself in their shoes.  If I am standing in their shoes and still feel so uncomfortable I can’t walk, then I simply walk away, in my own shoes with my own values intact.

What do you think?  Are you able to respect others values when yours are in question?  Do you think its imperative for employers to maintain their values even in times of great change?  How important is it to have a values driven philosophy?

 

 

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