Category Archives: Organizational Development

How to Diffuse Workplace Conflict

I recently conducted a workshop on a highly emotional topic: humans in the workplace. After all, every human being—employees and bosses—shows up for work accompanied by their unique drives, triggers, and tendencies. All things considered, it’s a wonder we get any work done at all.

My message to the attendees may be of value to you, too. As your company leader, it’s your job to boost productivity, which means it’s also your job to diffuse workplace conflicts and create consensus, keeping your teamed focused on achieving your goals.

There are many theories on how to accomplish this. Based on what I’ve learned from my small business peer groups and my own experience as a CEO, I’ve identified up four main strategies for dealing with difficult people and creating an emotionally-healthy, productive workplace. I’ve summarized these briefly below, and you can download my complete PowerPoint presentation at http://propres.com/difficult-people-ppt/.

Understand Yourself

Do you know what makes you tick? Do you know what ticks you off? The best managers are those who are aware of their emotions but not enslaved by them.

Good managers typically have a high Emotional Intelligence Quotient (EQ)—that is, a high level of self-awareness regarding their emotional reactions and the emotions of others. Self-awareness is the first step toward self-management, the conscious management of one’s behavior.

To raise your EQ, check out Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves.

Understand Others

Good managers also have good social awareness. They not only pick up on other people’s emotions but know why they act the way they do. More and more employers are using personality assessment programs to better understand how their employees think.

One program I like is the DiSC® personality assessment system. DiSC is based on a four-part model of human behavior: the Dominant, Influencing, Steady, and Compliant traits. The DiSC test measures patterns of behavior, and then creates a personality profile that reflects an employee’s strengths, weaknesses, and drives.

Use Your Understanding to Manage Behavior

The whole point of understanding your emotions is that it will allow you to manage your behavior consciously and positively, as opposed to reacting emotionally in the moment.

The whole point of understanding the emotions of others is that it will allow you to behave in a manner that will get the desired response from others. In the workplace, this often comes down to diffusing conflict and creating consensus among employees.

Remember the old adage about counting to 10 when you’re angry? Turns out, it’s right on target.

For more about managing behavior, read Dealing with People You Can’t Stand: How to Bring Out the Best in People at their Worst by Dr. Rick Brinkman and Dr. Rick Kirschner.

Use Your Understanding to Hire Wisely  

You can also apply these principals to make more successful hires. Instead of hiring new employees on the basis of a resume, look for people whose values and communication styles are harmonious with your own. Do they hold themselves accountable? Will they “get” your company culture?

If you’re seriously interested in a candidate, you can use a personality assessment to see if they’d make a good match for the position and your company. By choosing the right people, you can proactively diffuse conflict before it happens and create consensus from the get-go. Which means you’ll have to do a little less of the other three strategies further down the road.

Build to Serve

Build to ServeBuild to ServeBuild To Serve

Dan J. Sanders – Reviewed by Ray Silverstein

Leaders have spent far too much time focusing on fiscal resources and not enough time focusing on human resources. Long-term success is a result of putting more effort into building a positive, people-centered culture than poring over profit and loss statements.
The bottom line is not about price and profit; it is about choice and culture.

The author, Dan J. Sanders is president of United Supermarkets. One reason for its success is the United’s team members are genuinely considered family and United’s workforce displays the rhythm and innovation of a seasoned team. The company’s mission is defined by just six words: Ultimate Service, Superior Performance, and Positive Impact. The company is sustained by a culture-driven, people centered approach to business. The team members recognize personal relationships are their business.

The author believes the global culture that prevails today is broken. What is needed is a radical transformation—a monumental paradigm shift that will reshape our present understanding of the true purpose of work. This transformation begins with accepting the idea that an organization’s culture is the wellspring of sustained success. When the culture models this kind of vibrancy, such positive elements as growth, profitability, and good corporate citizenry are natural by-products. People are fulfilled professionally and personally, and organizations find deep meaning, resulting in a positive impact on the communities they serve. This is a business model that places people ahead of profits and service ahead of statistics.

A sustainable culture is built from the inside out. It starts with leadership that places the highest level of importance on human beings and a corresponding premium on recruiting, hiring, and training—both academic and experiential training—to equip and empower. A people-centered culture does not comprise values; rather, it seeks to remain faithful to values—even when remaining faithful means doing things differently from everyone else.

A leader’s actions, not words, form the basis for learning and eventually handing down a culture. People centered cultures are focused on marketing the work, not on advertising work that needs to be done. Example, rocks to be picked up (advertising), making a game of picking up the rocks (marketing). We all know unglamorous jobs exist in any profession, Even so, the successful completion of the work is largely the result of our mental approach to the task.

An organization’s ability to serve will be the last tool that can provide a competitive advantage in a crowded marketplace. Organizations desiring sustained success simply must embrace culture-driven, people-centered philosophy.

Understanding Higher Math:

Higher math requires an emotional alignment of the leader with all levels of the workforce. It is about building trust and having a positive impact on people. Financial statements are only a small part of the story. Spreadsheets fail to convey the emotional status of an organization’s leadership. They are tools and nothing more—fine when it comes to numbers, of limited use when it comes to the human factor. Simply put, engaging people in a manner meant to maximize their contributions makes a difference for both the organization and its people. People-centered organizations speak the language of potential—not so much as it relates to a sales number, but rather as it relates to the workforce itself.

Are people in your organization considered an expense or an asset?

People-centered organizations connect the work they are doing with the mission they are committed accomplishing. A sustainable culture-driven, people centered enterprise exists when team members take ownership of what they are doing and realize it is important and essential to the higher purpose. Cultures focused on people unleash the imagination and lift performance to new heights—to a higher purpose. Example. Medtronic, assembly of heart values… higher purpose, saving lives maybe a co-worker or family member.

The Emerging Career Model:

The people-centered culture relies on leaders who genuinely connect with team members.
Connected team members understand the organization’s vision and mission. Because of that, they recognize the unique importance of their own specific role. Everyone is empowered in a culture-driven, people centered organization.

United Supermarkets calls human resources, talent management. It is customary to base cash compensation on performance, however, consider alternatives where the psychological value is not lost. Trips and special events are a great way to recognize achievement and acknowledge team members throughout an organization.

Making Winners Fail:

As the leader, you can delegate authority, but you can never delegate responsibility. Successful leaders truly belong to their follows. The leader’s ability to understand servanthood and friendship is the difference between a career that flounders and a career that flourishes. Friendship means much more than simply what one person can do for another. It is an emotional investment in each other’s lives, creating a special bond, a common journey. Without investing the time necessary to establish relationships, an organization’s leaders will never realize that difficult-to-reach level of trust and peace..

Fortunately, once the relationships are established, the friendships are formed, and the teaching is under way, a leader learns the important lesson of letting go. Great leaders understand servanthood comes first, before mentoring and friendship. In sustainable organizations, connecting what people do on a daily basis with the higher purpose is paramount. The degree to which that connection resonates with the workforce is directly proportional to the degree to which the workforce feels a part of the community. The word community implies a sense of sharing in common—a sense of family.

People are promoted not for what they have done but for what they can do. When promoting someone to a new position, do so with the confidence that the person has the skills to succeed in that position. It is not enough to say someone was good in the past; the person has to be good in the future.

As leaders, we must resist the temptation to promote winners before they are ready. The success of team members rests on our willingness to take the time to forge relationships by first exhibiting servanthood—a genuine desire to help others make the most of their potential. Therefore, leaders must discern when team members are ready for promotion. And it is the leader’s job to ensure winners on the team win.

Telling Players From Fans:

Organizations are like teams. In fact, teams are composed of players and fans. Players represent the team every day of the week because, whether or not they are playing, they are still a part of the team. Players are apprised of the team’s strategies and tactics, know the “playbook,” and take ownership of their role in the overall success of each play. They rely on one another for support, and they recognize and embrace their teammates’ strengths. They win together and lose together. They exude camaraderie, loyalty and unity.

On the other hand, fans are fickle. If the team is winning, they are happy. If the team is losing, they are unhappy. Fans can actually infiltrate the team, interfering with the players focused on getting the job done.

Far too many organizations subscribe to a “needs-based” approach to hiring. In other words, no serious recruiting, interviewing, or actual hiring of talent takes place until a specific need arises. This is especially popular in numbers-orientated cultures.
Hiring “warm bodies” allows impostors to penetrate organizations. Too often, “warm bodies” fail to appreciate the organization’s vision, much less its values. Culture-driven, people centered organization adopt a healthier approach. They are always looking for players, even if no need exists.

The model begins with a vision of who you are and mission of what you want to achieve. In culture-driven, people centered organizations, values serve as a litmus test for a leader’s vision. Players with a clear vision will make great things happen. Players who have lost the vision creep over to the right side of the life-cycle curve. It begins with nostalgic thinking. Saying, “Let’s just go back to the way it used to be.” The problem with nostalgic thinking is it presents an impossible solution.

Stage two of the journey prompts unproductive questioning, which tears down a healthy organization. Often, these are complaints disguised with questions. Such as, why do have to keep this area so clean? If we are lucky, team members who reach state three will eventually move on to stage four and quit, but remarkably, people in stage three tend to hand on forever.

So how does a leader move people from the right hand side of the curve back to the left hand side? First , in a culture-driven, people-centered organization, it is the leader’s responsibility to remove impostors—to get the fans off the floor. Second, everyone creeps over the right-hand side of the curve from time to time, but most of us choose not to stay there. When we find ourselves distracted, the answer to getting back on the positive side of the graph is to refocus on re-embrace the vision—this is the key, the answer. The vision is everything when it comes to moving team members from ineffectiveness to effectiveness. Culture-driven, people-centered organizations never stop talking about their vision.

Defining The Who: See The Vision:

Vision matters. An organization’s vision represents the purpose of its existence—the heart of what it is an entity. Knowing and understanding the vision creates a level playing field for an organization’s team members and partners. In culture-driven, people-centered organizations, training manuals and checklists may have a role in standardizing policies or programs, thy they do not take the place of the organization’s heart and soul.

A clearly communicated and understood vision statement empowers team members to make decisions that support the organization’s higher purpose. Since leaders cannot delegate responsibility, they must rely on delegating authority ot get much of the work done. It is impossible to equip everyone with a list of action steps that will cover every conceivable scenario. What is compelling about a great vision well communicated is people will do almost anything to keep from compromising it.

In culture-driven, people-centered organization, leaders celebrate actions that support the vision, even if people occasionally bend or break some rules or policies in the process. In culture-driven, people-centered organization, leaders spend more time building relationships and communicating the vision to people and less time devising way to catch people intent on disrupting the process. Communicating the vision effectively allows supervisors to present disciplinary steps in the context of the higher authority.

The psychology of gains and losses and the finding that there is greater fear of loss than desire of gain. This is particularly true in Western culture because ego plays such an important part of self esteem. Business leaders capable of exchanging their ego for humility are more likely to see upside potential and gains than people are imprisoned by fear.

Many business leaders will not seek opportunities that require risk because they do not want to fail and suffer a hit to their egos. Failure to keep people informed leads to fear, the second-biggest obstacle to successful vision attainment. The first is pride.
Leaders must never grow tired of talking or modeling their vision. They may change it from time to time, but they must constantly remind their followers of the vision.

To develop the vision:
1. Think big. Ask stakeholders to share ideas regarding the need for the organization’s existence. Ensure the emphasis is on culture and people.
2. Identify what sustainable difference the organization will make for humankind that will transcend time.
3. Focus on the vitals—those deep seated values the team is unwilling to comprise.
Keep it short, less is more when it comes to articulating who you are. An effective vision statement has more to do with significance than with success.

When Things Go Bad (And They Will:

At no time is an organization’s sustainability more important than when bad things happen. Sometimes the pain is self-inflicted, and other time external forces deliver the blow a culture-driven, people-centered organization allows it persevere and rebuild.
Leaders must radiate positive energy throughout the organization when things are going well, and especially when they are not. Leaders should never deplete their team members’ energy; they should create it.

“Be Here Now.” The importance of living in the present moment.
Have you ever been with someone who was not there?
Have you ever been with someone and they were not there?
Have you ever been at a meeting and no one was there?
Have you ever gone home and left your brain at work?
When things go bad, leaders need a place where they can talk, listen, and remove themselves from the day-to-day chatter work. In culture-driven, people-centered organizations, human beings communicate with human beings. Progress is cultivated through a common understanding that solutions are ongoing dialogues for transforming relationships. Even when problems exist the best course of action is to communicate those issues openly and honestly.

Albert Einstein once wrote, “In the middle of every difficulty lies an opportunity.” Opportunities abound because we have choices to make. Healing starts where pride stops.

The 4P Management System:

The 4P’s of Management system required manager to address issues related to people, process, partners and performance with equal interest. Understanding the 4P’s starts with the observation that management begins and ends with human beings—people and partners. In misaligned cultures, organization prefer the opposite, beginning with performance and ending with human beings.

The 4P’s begins with the people inside the organization—the team members responsible for carrying out the day-to-day tasks necessary to operate the business. The next element of the model is process. Everything that happens inside an organization is a process. The key to improving performance is the elimination of as many obstructions in the process as possible. The further removed leaders are from the actual process, the harder it is for them to determine what is causing the obstruction. The sources of that information are the teams that use the process every day. They know precisely where the obstructions are located because they must work around those obstructions to carry out their duties.

Great ideas can spring from anyone in an organization. The culture of the organization dictates whether they surface. The third element in the 4P’s is partners, a term used to identify the importance of suppliers and buyers—customers, and users of the products and services sold by an organization.

During the past 50 years, customers have become a necessary inconvenience for many organization. Rather than embracing and celebrating the people who purchase their products and services, such organization merely tolerate them. When this happens, few, if any, organizations realize sustained success. Treating customers like partners is often overlooked, but it is important to culture-driven, people-centered organizations.

Culture-driven, people-centered organizations recognize poor performance is symptomatic of deeper problems—problems that require engaging people and changing processes. In this view, performance measurements are mere indicators—tools that prompt additional investigation and productive questioning. Performance measurements alone prompt more questions than they answer.

Humility Trumps Pride:

The biggest threat to an organization’s success is pride. In a culture-driven, people-centered organization, honest feedback is a must.

Pride is an interesting word. It has multiple meanings, some of them in direct conflict with one another. For example, one definition of pride involves a feeling of elation or satisfaction over one’s achievements, while another suggests a high or overbearing opinion of one’s own importance. Culture-driven, people-centered organizations seek to maximize the feeling of elation and satisfaction, derived from achievement and minimize any high or overbearing opinion of one’s worth or importance.

To accomplish this, first, organizations must keep people focused on the future, not the past. The destructive nature of pride is reinforced by what people have done, not what they have yet to do. Culture-driven, people-centered organizations are always moving toward what they want to become, as opposed to basking in their accomplishments.
Second, organizations must keep people focus on the pursuit of excellence, not the path to mediocrity. The pursuit of excellence forces people to confront their weaknesses, adapt their thinking, and keep their egos in check. Organizations must also keep people focused on the right kind of role models.

How to Recruit Top Talent

recruitingThe Smart, Easy Way to Recruit Top Talent

By Ray Silverstein

Recently, we discussed how the key to making successful hires is to target applicants who share your core values.

Today, we ask: why wait for those hires to come to you?

The smartest, easiest way to identify great potential employees is ‘24/7/365 recruiting.’ It’s simple: even when you’re not actively hiring, keep your eyes open for people who impress you, and get their contact information as you go.

It’s like you’re building your own major league baseball team. You’re always scouting at some level, and you keep a running roster of possibilities. So when it’s time to trade-up, you have a leg up.

24/7/365 recruiting comes down to being observant and building a few good habits, which include:

• Always carry business cards. When you meet an exceptional worker, give him a card and request his. Tell him upfront that he impressed you, and while you don’t have openings now, you’d like to explore future possibilities. At the very least, you’ll make someone’s day.

• Keep your eyes open at trade shows, chamber of commerce meetings, not-for-profit gatherings, etc. At these events, you have a golden opportunity to observe a potential candidate’s skills, work ethic, and communication style, without a formal interview or aptitude test.

• When calling on customers, take a peek at the sign-in book. It’s a goldmine. You just may find an experienced sales pro or two who already know your client or target market.

• Review your company website. Does it do a good job of reflecting your goals, culture, and core values? Make sure it does, because it will draw the kinds of candidates you seek to you.

• Research your market. Visit the websites of competitors or firms that resemble yours in terms of distribution or skill sets. Some companies list key employees on their sites. Use the wonders of LinkedIn to learn more about them.

• When you come across finished work that impresses you—say, a highly-effective website or print marketing piece—find out who did the work and take note. When you’re ready to start a project like that, you already have someone in mind for it.

I have a great example of the benefits of 24/7/365 recruiting. One of my peer group members, Joe, often grabs lunch at a sandwich shop near his company.

Over time, Joe became impressed by one of the shop clerks, Adam. Adam was very careful, and cordial, and took his job very seriously.

At the time, Joe was dissatisfied with the performance and attitude of one of his employees. He found himself wishing he could find more employees like Adam.

Then Joe realized that, instead of finding someone like Adam, he could hire the young man himself.

Out of courtesy, Joe asked the sandwich shop owner if he would mind if he approached Adam about a potential job. As it happened, the owner was all for it. The young man’s wife was pregnant and he knew Adam was ready and eager for a bigger job and paycheck.

So Joe was able to let his non-performer go and hire Adam without missing a beat. Thanks to his proactive recruiting, what could have been a setback turned into an opportunity.

And that’s how 24/7/365 recruiting puts you ahead of the curve.

Biography: Ray Silverstein is president of PRO, President’s Resource Organization, a network of entrepreneurial peer advisory groups in Phoenix and Chicago. His latest venture is Propelus, a specialized peer group for business advisors and achievers who want to achieve more. He is author of “The Best Secrets of Great Small Businesses,” and “The Small Business Survival Guide.” You can reach Ray at 1-800-818-0150 or ray@propres.com.

Most Important Hiring Question

Job_interview_0001The Most Important, Most Overlooked Hiring Question

By Ray Silverstein

Good news: it seems like more small business owners are shifting into hiring mode. That’s a good thing for everyone.

Now, the bad news. Many small business owners don’t really know how to hire the best candidate. And making a bad hiring choice is one of the most costly mistakes an entrepreneur can make. Consider the recruitment costs, training costs, and lost opportunity costs incurred when an employee fails.

In my experience, most small business owners dread the hiring process. So they adopt a classic HR-type approach, focusing on background, skills, and experience. They come up with tricky questions to pose to applicants.

Background, skills, and experience are important, to be sure. But they are not the most important thing. So what’s the #1 factor that drives a new hire’s ultimate success or failure?

What are the applicant’s core values…and do they match our company’s?

Think about it. Skills can be sharpened. Knowledge can be acquired. Processes can be learned. But the kind of person you are in your heart isn’t likely to change. If you hire someone who’s competent but doesn’t share your values, you’re almost predestined to part ways down the line.

For example, if your company prides itself on its ethical dealing with customers, you can’t accept an employee who places profits or efficiency over quality service. An employee who takes shortcuts when he can get away with it isn’t the kind of employee you can build your business on.

Or, maybe it’s the other way around. It’s not about right or wrong here. It’s about ensuring a good match. It means recognizing your core values, and asking applicants to share theirs.

Say, you’re hiring an office manager, and work/life balance is one of your priorities. Or, conversely, maybe getting the job done is, at any cost. Either way, wouldn’t it be good to know what a candidate would do if forced to choose between staying to push a key project out the door or attending his/her child’s big recital?

When you’re making your list of interview questions, include some that start with:
• What would you do if…
• Did you ever have to choose between…
• What matters more to you…

…and address the issues that matter most to you.

And consider this. When an employee gives notice, many small business owners view it as a blow, a setback. But it’s also an opportunity to raise the bar. Focusing on the core values that ground your business is one way to ensure that your human assets are in fact…assets.

Interested in raising your HR IQ? Request my Human Assets Worksheet at Ray@propres.com.
Biography: Ray Silverstein is president of PRO, President’s Resource Organization, a network of entrepreneurial peer advisory groups in Phoenix and Chicago. His latest venture is Propelus, a specialized peer group for business advisors and achievers who want to achieve more. He is author of “The Best Secrets of Great Small Businesses,” and “The Small Business Survival Guide.” You can reach Ray at 1-800-818-0150 or ray@propres.com.

The One Thing

The One ThingTHE ONE THING

The Surprisingly Simple Truth Behind Extraordinary Results

Gary Keller with Jay Papasan – reviewed by Ray Silverstein

The author states “The One Thing is the best approach to getting what you want.” “What’s the One Thing you can do this week such that by doing it everything else would be easier?”  The author further states, “Where I’d had huge success, I narrowed my concentration to one thing, and where my success varied, my focus had too.”

If everyone has the same number of hours in a day, why do some people seem to get so much more done than others?  The answer is they make getting to the heart of things the heart of their approach.  They go small.

“Going Small” is ignoring all the things you could do and doing what you should do.  It’s recognizing that not all things matter equally and finding the things that matter most.  It’s realizing that extraordinary results are directly determined by how narrow you can make your focus.  The way to get the most out of your work and your life is to go small as possible.

Technological innovations, cultural shifts, and competitive forces will often dictate that a business’s One Thing evolve or transform.  The most successful companies know this and are always asking:  “What’s our One Thing?”  If your company doesn’t know what its One Thing is, then the company’s One Thing is to find out.

Andrew Carnegie addressed the students of the Curry Commercial College and stated “Don’t put all your eggs in one basket is all wrong.  I tell you to put all your eggs in one basket, and then watch that basket.”  So, how do you know which basket to pick? The Focusing Question will tell you.

Life Is A Question:  You may be asking, “Why focus on a question when what we really crave is an answer?”  It’s simple, Answers come from questions, and the quality of any answer is directly determined by the quality of the question.  Ask the wrong question, get the wrong answer.  Ask the right question, get the right answer.  Ask the most powerful question possible, and the answer can be life altering.

Voltaire once wrote, “Judge a man by his questions rather than his answers.”  Great questions are the quickest path to great answers.  How we phrase the questions we ask ourselves determines the answers that eventually become our life.

Example of a Focusing Question:  What’s the One Thing I can do such that by doing it everything else will be easier or unnecessary?  The Focusing Question can lead you to answer not only “big picture” questions (Where am I going? What target should I am for?) but also “small focus” ones as well (What must I do right now to be on the path to getting the big picture?)

The Focusing Question always aims you at the absolute best of both by forcing you to do what is essential to success—make a decision.  But not just any decision—it drives you to make the best decision.  It ignores what is doable and drills down to what is necessary, to what matters is the foundational habit to use to achieve extraordinary results and lead a big life

To stay on tack for the best possible day, month, year, or career, you must keep asking the Focusing Question.  Ask it again and again, and it forces you to line up tasks in their levered order of importance.  Then, each time you ask it, you see your next priority.

For the author, The Focusing Question is a way of life.  He uses it to find his most leveraged priority, to make the most out of his time, and get the biggest bang for his buck.  Whenever the outcome absolutely matters, he asks it.

The Focusing Question is a foundational habit.  The author uses it for some things and not and not at all for others.  He applies it to the important areas of his life:  spiritual life, physical health, personal life, key relationships, job, business, and financial life.  He addresses them in that order—each one is a foundation for the next.

The Focusing Question can direct you to your One Thing in different areas of your life.  Simply reframe The Focusing Question by inserting your area of focus.  Examples:

Spiritual Life—What’s the One Thing I can do to help others?

Physical Health— What’s the One Thing I can do to achieve my diet goals?

What’s the One Thing I can do to ensure I exercise?

What’s the One Thing I can do to relieve my stress?

Personal Life—— What’s the One Thing I can do to improve my skill at ­__?

What’s the One Thing I can do to find time for myself?

Key Relationships- What’s the One Thing I can do to improve my relationship with my spouse?

What’s the One Thing I can do to make my family  stronger?

Job—————– What’s the One Thing I can do to ensure I hit my goals?

What’s the One Thing I can do to improve my skills?

Business———– What’s the One Thing I can do to make us more competitive?

What’s the One Thing I can do to make our product the best?

What’s the One Thing I can do to make us more profitable?

What’s the One Thing I can do to improve our customer experience?

Leverage Reminders:  Set up ways to remind yourself to use The Focusing Question.  Such as a sign on your desk that says, “Until my One Thing is done—everything else is a distraction.”

The Focusing Question should be “Big” and Specific.  It should not be big and broad, or small and broad, or even small and specific.  Example:

“Big” and Specific—What can I do to double sales in six months?

Big and broad—What can I do to double sales?

Small and broad—What can I do to increase sales?

Small and specific—What can I do to increase sales 5% this year?

The challenge of asking a Great Question is that, once you’ve asked it, you’re now faced with finding a Great Answer.

Extraordinary results require a Great Answer.  If you want the most from your answer, you must realize that it lives outside your comfort zone.  A big answer is never in plain view, nor is the path to finding one laid out for you.  A possibility answer exists beyond what is already known and being done.

A Great Answer is essentially a new answer.  It is a leap across all current answer in search of the next one and is found in two steps.  The first is a stretch.  You uncover the best research and study the highest achievers.  Anytime you don’t know the answer, your answer is to go find your answer.  In other words, by default, your first One Thing is to search for clues and role models to point you in the right direction.  The research and experience of others is the best place to start when looking for your answer.  A new answer usually requires new behavior, so don’t be surprised if along the way to sizable success you change in the process.

Extraordinary Results:

There is a natural rhythm to our lives that becomes a simple formula for implementing the One Thing and achieving extraordinary results:  Purpose,

Priority, and Productivity.  Their link leads to the two areas where you’ll apply the One Thing—one big and one small.

Your big One Thing is your purpose and your small One Thing is the priority you take action to achieve it.  The most productive people start with Purpose and use it like a compass.  They allow Purpose to be the guiding force in determining the Priority that drives their actions.

Think of Purpose, Priority, and Productivity as three parts of an iceberg.  What’s visible to the public—Productivity and Profit—is always buoyed by the substance that serves as the company’s foundation—Purpose and Priority.

The Power of Purpose:

Purpose is the straightest path to power and the ultimate source of personal strength—strength of conviction and strength to persevere.  The prescription for extraordinary results is knowing what matters to you and taking daily doses of actions in alignment with it.  When you have a definite purpose for your life, clarity comes faster, which leads to more conviction in your direction, which usually leads to faster decisions.  With faster decisions, you’ll often be the one who makes the first decisions and winds up with the best choices.  And when you have the best choices, you have the opportunity for the best experiences.  This is how knowing where you’re going helps lead you to the best possible outcomes and experiences life has to offer.

Discover you Big Why.  Discover your purpose by asking yourself what drives you.  What’s the thing that gets you up in the morning and keeps you going when you’re tired and worn down.

Live by Priority:

Live with purpose and you know where you want to go.  Life by priority and you’ll know what to do to get there.  Purpose without priority is powerless.

Goal Setting to the Now will get you there:

By thinking through the format of Goal Setting to the Now you set a future goal and then methodically drill down to what you should be doing right now.

Example of Goal Setting to the Now:

Someday Goal:

What’s the one thing I want to do someday?

Five Year Goal:

Based on my Someday Goal, what’s the One Thing I can do in the next five years?

One-Year Goal:

Based on my Five Year Goal, what’s the One Thing I can do this year?

Monthly Goal:

Based on my One Year Goal, what’s the One Thing I can do this month?

Weekly goal:

Based on my Monthly Goal, what’s the One Thing I can do this week?

Daily Goal:

Based on my Weekly goal, what’s the One Thing I can do today?

Right Now:

Based on my Daily goal, What’s the One Thing I can do right now?

With this method you’re training your mind how to think, how to connect one goal with the next over time until you know the most important thing you must do right NOW.  You’re learning how to think Big—but going

small.

Live For Productivity:

“Productivity isn’t about being a workhorse, keeping busy or burning the midnight oil….It’s more about priorities, planning, and fiercely protecting your time.    Margarita Tartakovsky

Productive action transforms lives.  Putting together a life of extraordinary results simply comes down to getting the most out of what you do, when what you do matters.  Most people think there’s never enough time to be successful, but there is when you block it.  Time blocking is a very results-oriented way of viewing and using time.  It’s a way of making sure that what has to be done gets done.   Time blocking harnesses your energy and centers it on your most important work.  It’s productivity’s greatest power tool.

If disproportionate results come from one activity, then you must give that one activity disproportionate time.  Each and every day, ask the Focusing Question for your blocked time:  “Today, what’s the One Thing I can do for my One Thing such that by doing it everything else will be easier or unnecessary.”  When you find the answer, you’ll be doing the most leveraged activity for your most leveraged work.

Once you’ve done your One Thing for the day, you can devote the rest of it to everything else.  Just use the Focusing Question to identify your next priority and give that task the time it deserves.  So, when you know your One Thing, make an appointment with yourself to tackle it.

Time Block these three things in the following order:

  1. Time block your time off.
  2. Time block your One Thing.
  3. Time block your planning time.

By planning your time off in advance, you are, in effect, managing your work time around your downtime instead of the other way around.  Resting is as important as working.

The most productive people design their days around doing their One Thing.  Their most important appointment each day is with themselves, and they never miss it.  In addition, the most productive people work on “event” time.  They don’t quit until their One Thing is done.

The last priority you time block is planning time.  This is where you reflect on where you are and where you want to go.  Block an hour each week to review your annual and monthly goals.  First, ask what needs to happen that month for you to be on target for your annual goals.  Then ask what must happen that week to be on course for your monthly goals.  You’re essentially asking, “Based on where I am right now, what’s the One Thing I need to do this week to stay on track for my monthly goal and for my monthly goal to be on track for my annual goal?

Protect Your Time Block:

For time blocks to actually block time, they must be protected.  Although time blocking isn’t hard, protecting the time you’ve blocked is.  The world doesn’t know your purpose or priorities and isn’t responsible for them—you are.  So it’s your job to protect your time blocks from all those who don’t know what matters most to you, and from yourself when you forget.

The best way to protect your time blocks is to adopt the mindset that they can’t be moved.  You own need to do other things instead of your One Thing may be your biggest challenge to overcome.

Are Your Habits Helping or Hurting Your Business?

a3feAre Your Habits Helping or Hurting Your Business?

By Ray Silverstein

Right now, many of us are wrestling with the personal habits we resolved to break or build back on January 1, like losing weight and giving up smoking. But what about your business habits? Have you given them any thought?

Like it or not, we are slave to our habits. According to research, a whopping 40% of our daily activities are habitual, not things we consciously choose to do. So chances are, if you put in an eight-hour workday, you’re spending three hours and twelve minutes of it on auto-pilot.

That’s 16 hours—two who eight-hour days—every single work week!

That can be good or bad, depending on your habits. If you have built good, productive habits (following up with prospects, monitoring sales activity), they’ll serve you well.

But if you’ve developed unproductive habits (checking emails continuously, tending to mundane tasks), your habits may be wasting prime work time.

Habits are extremely…well, habit-forming. Our brains are hardwired to create habits, according to Charles Duhigg, author of the fascinating book, The Power of Habit: Why We Do What We Do in Life and Business.

If you’re trying to grow your business, it’s important to understand what habits drive you, so you can either put them to work for you or change them. The first step? Identify them. Learn what they are.

According to Duhigg, a habit consists of a three-step loop:

  • The cue – the trigger that prompts your brain to begin a specific routine.
  • The routine – the activity itself, which may be physical, mental, or emotional.
  • The reward – the payoff for performing the routine, which gives your brain a reason to remember the habit.

Habits are powered by cravings. For example, I’ve developed a habit of craving a chocolate chip cookie at 2 a.m. My habit breaks down like this:

  • The cue – I wake up at 2 a.m.
  • The routine – I eat a chocolate chip cookie.
  • The reward – It tastes good. I feel good.

Most habits don’t go away by themselves. If I want to break my cookie habit, I can start by recognizing the cue for what it is when I wake up. I can change my routine, switching out a cookie for a piece of fruit. It still tastes good, though not as good, but now part of my reward is knowing that I’m eating something healthy instead of something less healthy.

It’s the same thing in business. For example, when we discussed habits in one of my PRO peer groups, one business owner—who had previously expressed concern that his close rates were dropping—had a moment of enlightenment.

He realized that he had fallen into a bad habit at sales presentations. Instead of engaging prospects in conversation, he would immediately launch into a features-and-benefits recitation.

It was driving people away.

His cue was getting in front of a prospect; his reward was sailing through the presentation. But a better reward would be closing more deals. Now, he is consciously changing his routine, engaging prospects in real conversation and making his presentations more organic.

So here’s my challenge to you: identify your good and bad business habits. Figure out what triggers them and how you can modify them to better serve your business.

In other words, make it a habit to pay attention to your habits.

 

Biography: Ray Silverstein is president of PRO, President’s Resource Organization, a network of entrepreneurial peer advisory groups in Phoenix and Chicago. His latest venture is PRO-preneur, a peer group with unique features for emerging businesses, solopreneurs and those who want to achieve more. He is author of “The Best Secrets of Great Small Businesses,” and “The Small Business Survival Guide.” You can reach Ray at 1-800-818-0150 or ray@propres.com.

Diffuse Workplace Conflict

conflict - handsHow to Diffuse Workplace Conflict and Create Consensus

By Ray Silverstein

I recently conducted a workshop on a highly emotional topic: humans in the workplace. After all, every human being—employees and bosses—shows up for work accompanied by their unique drives, triggers, and tendencies. All things considered, it’s a wonder we get any work done at all.

My message to the attendees may be of value to you, too. As your company leader, it’s your job to boost productivity, which means it’s also your job to diffuse workplace conflicts and create consensus, keeping your teamed focused on achieving your goals.

There are many theories on how to accomplish this. Based on what I’ve learned from my small business peer groups and my own experience as a CEO, I’ve identified up four main strategies for dealing with difficult people and creating an emotionally-healthy, productive workplace. I’ve summarized these briefly below, and you can download my complete PowerPoint presentation at http://propres.com/difficult-people-ppt/.

Understand Yourself

Do you know what makes you tick? Do you know what ticks you off? The best managers are those who are aware of their emotions but not enslaved by them.

Good managers typically have a high Emotional Intelligence Quotient (EQ)—that is, a high level of self-awareness regarding their emotional reactions and the emotions of others. Self-awareness is the first step toward self-management, the conscious management of one’s behavior.

To raise your EQ, check out Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves.

Understand Others

Good managers also have good social awareness. They not only pick up on other people’s emotions but know why they act the way they do. More and more employers are using personality assessment programs to better understand how their employees think.

One program I like is the DiSC® personality assessment system. DiSC is based on a four-part model of human behavior: the Dominant, Influencing, Steady, and Compliant traits. The DiSC test measures patterns of behavior, and then creates a personality profile that reflects an employee’s strengths, weaknesses, and drives.

Use Your Understanding to Manage Behavior

The whole point of understanding your emotions is that it will allow you to manage your behavior consciously and positively, as opposed to reacting emotionally in the moment.

The whole point of understanding the emotions of others is that it will allow you to behave in a manner that will get the desired response from others. In the workplace, this often comes down to diffusing conflict and creating consensus among employees.

Remember the old adage about counting to 10 when you’re angry? Turns out, it’s right on target.

For more about managing behavior, read Dealing with People You Can’t Stand: How to Bring Out the Best in People at their Worst by Dr. Rick Brinkman and Dr. Rick Kirschner.

Use Your Understanding to Hire Wisely

You can also apply these principals to make more successful hires. Instead of hiring new employees on the basis of a resume, look for people whose values and communication styles are harmonious with your own. Do they hold themselves accountable? Will they “get” your company culture?

If you’re seriously interested in a candidate, you can use a personality assessment to see if they’d make a good match for the position and your company. By choosing the right people, you can proactively diffuse conflict before it happens and create consensus from the get-go. Which means you’ll have to do a little less of the other three strategies further down the road.

Biography: Ray Silverstein is president of PRO, President’s Resource Organization, a network of entrepreneurial peer advisory groups in Phoenix and Chicago. His latest venture is the University of Practical Business, a specialized resource for emerging businesses, solopreneurs and those who want to achieve more. He is author of “The Best Secrets of Great Small Businesses,” and “The Small Business Survival Guide.” You can reach Ray at 1-800-818-0150 or ray@propres.com.