The Seven Things Your Team Needs to Hear You Say

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“The best executive,” wrote Theodore Roosevelt, “is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” Suffice it to say during all of the years I was employed by someone else, there was only one boss I ever had who fit T.R.’s definition of quality leadership. Woefully, the rest were either manic control freaks and paranoid blame-gamers or women that were gung-ho about teamwork and upward mobility…until, that is, they crossed over into managerial positions and promptly pulled the drawbridge up behind them.

Such are the individuals who could benefit mightily from David M. Dye’s new book, The Seven Things Your Team Needs to Hear You Say. Targeted to leaders and managers, this how-to guide is packed with practical and encouraging tools for cultivating energized, responsible, and results-oriented teams.

Interviewer: Christina Hamlett

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Q: With 20+ years of experience in multiple business sectors – including nonprofits – who would you say had the greatest influence in honing your professional skills (and passion!) for leadership and employee engagement?

A: I’ve always believed that the very best life-textbooks we have are when things don’t go well. I’ve had some excellent leadership mentors, but often the people who weren’t very good taught me the most and helped me honed my own professional skills. My passion often came from realizing what would be possible if only the leadership was more effective.

Q: How has your mindset changed and evolved from how you originally approached leadership issues and how you address them now in consultations with your clients?

A: When I was young, I went searching for the secret to changing people (naïve, I know!). Of course, as I matured, I came to understand that the only person you are responsible for is you. Consequently, my approach to leadership shifted from fear, power, and control to real engagement based on taking responsibility for myself and the environment I create for the people I lead.

Q: Once upon a time, individuals fresh out of college (or even high school) would go to work for the very first company that hired them, climb the promotional ladder, and remain there until the day they retired. Nowadays, many students are not as wedded to the idea of corporate loyalty and, accordingly, view every job as a revolving door to somewhere else. How then, can today’s employers create an environment that will not only engage the members of their team but also provide incentives that will make them want to stay?

A: No team can thrive without trust. The tension you’ve described is a lack of trust between employers and employees. When neither group feels that the other cares about them, it is tough to build high performance organizations. The answer begins with something Stephen Chbosky, Writer and Director of Perks of Being a Wallflower, said: “The generation gap is nothing more than a conversation we haven’t had yet.”

People want similar things, but they want them in different ways. They want meaningful contribution, purpose, recognition, a feeling of growth, a sense of power over their own destiny, the opportunity to use their strengths in meaningful ways. These express themselves in different ways in different people…so start with conversation. What is important to you? What is important to them? Why are you both here?

Q: How do these principles of engagement and esprit de corps extend to the external teams with whom a company does business, especially, for instance, if their management practices are radically different?

A: It depends on the nature of the interactions. If an external group is going to be closely related to day-to-day operations, you want to be very careful about doing business with someone whose values are very different from your own. More generally, however, treat those individuals and their teams consistently with your own values and practices without judgment or criticism. You may even change how they do things.

Q: What are some of the most common mistakes that managers make under the umbrella of “Motivation”?

A: Band-Aids!

What I mean by Band-Aids is when manager becomes aware that there is a motivation or morale problem and they respond with a team bowling day or a pizza party. The team collectively rolls its eyes and now feels even worse. Why?

They feel worse because now the manager is essentially telling them, “I’m not going to address the real issue. In fact, you must now feel better because we did something ‘fun’.”

This is so demotivating. Fun is only fun when fundamentals are sound. If there are broken systems undermining productivity, having a pizza party is like slapping a Band Aid on an infected wound without first cleaning it, disinfecting, and getting stitches.

Q: Is leadership a natural born talent or one that can only be learned through hands-on experience?

A:  It’s not an either/or, it’s a both/and. Leadership has many components and most everyone is born with strengths in one or two areas. Effective leaders learn their skills and acquire ability through study, mentors, and experience.

Q: There are lots of leadership books on the market but you’ve approached the topic very differently. How did you come upon the idea of the ‘things your team needs to hear you say’ as a structure for your message/book?

A: Above all, I want the tools I share to be practical – something you can read during lunch and apply as soon as you return to your team. I focused on what leaders say because words are an easily modified behavior, because words work, and because what we say is often the start of further behavior change.

Q: You’ve included a number of individuals and stories in your book. Was there one in particular that profoundly touched your heart and made you say, “Wow”?

A: I share a story about a time my daughter asked why nothing she does is good enough. It is difficult to share, even now, how impactful that was. It goes back to why I focused on what leaders say: our words have incredible power, either to create or devastate.

Q: What’s the first thing you hope your readers do after finishing your book?

A: I hope the first thing readers do is tell themselves, “You can do this!”  The second thing would be to pick a phrase and share it with their team.

Q: What prompted you to launch Trailblaze and what are its core objectives?

A:  We have thousands of years of leadership wisdom available to us and yet 2/3 of Americans say they’d prefer a better boss to a raise in pay.

Clearly, there are so many leaders in need of practical wisdom they can apply in a fast-paced, pressure-filled environment. I launched Trailblaze to provide leaders, managers, and supervisors with practical tools they can use to get more done, build teams that care, and meet their goals.

Our core objective is to help leaders be effective at what they do. I think of my work as a “force-multiplier” for all the wonderful vision, passions, and energy people bring to their jobs.

Q: If you had to summarize your message on a billboard, bumper sticker or tweet, what would it say?

A:

Everyone’s a volunteer.

Lead to bring out the best, not wring out the worst.

Be the leader you want your boss to be.

Q: Where can readers learn more about you and your book?

A: My website is http://trailblazeinc.com.

For more about the book, check it out on Amazon or get more information at http://trailblazeinc.com/7things

Q: Anything else you’d like to add?

A: Imagine what can happen when people take responsibility for their corner of the world and work with those around them to make a better tomorrow. I invite you to be one of those people!

 

The Seven Things Your Team Needs to Hear You Say is available on Amazon in both Kindle and paperback formats.

 

 

Great Performances – The Small Business Script for the 21st Century

Clemens Rettich

A Conversation with Clemens Rettich

In his new book, Great Performances – The Small Business Script for the 21st Century – author Clemens Rettich not only draws from real-life case studies of small company successes and failures but also walks readers through tips and strategies on how to borrow a page from the performing arts world and deliver stellar service that will rate a standing ovation.

Interviewer: Christina Hamlett

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Q:  Given your background in the performing arts, what correlations can be drawn to motivating a workplace “cast,” identifying flaws during “rehearsal,” finding an enthusiastic “audience,” and getting the “critics” to respect your efforts?

A: We don’t motivate a cast. We provide them with roles that light them on fire. We don’t need to motivate or empower people. The whole notion makes me uneasy. Who are we to give anyone else power? The best thing we can do is facilitate the environment around our performers to allow them to do their job. Give them the big picture, the back-story, the tools to do the job, then stay out of the way.

Theatre rehearsals and performances are a model for how more businesses should operate. Rehearsals are exactly that: practice. Every time I go into a retail establishment and suggest things like scripts, role play, or direction, I get push-back along the lines of “That is so artificial; it isn’t who I am to talk like that. It won’t sound natural.” Funny. I never noticed that in the 30 years I have been watching films and theatre. That the actors sound artificial. How could I have missed that?

And when the show is over, or the scene is shot, the whole cast and crew does ‘notes’. We get together and review everything that went well and that needs improvement. The only place I see that as a matter of course in the business world is in the hotel industry. Other businesses could learn a lot from that disciplined approach to team reviews of daily performance.

Your audience and your critics are your customers. American Idiot isn’t The Sound of Music. Find your audience. If you don’t have critics, you don’t have a show I care about; it means you are so vanilla and so forgettable, I don’t even want to know. Take a position and make some enemies. Your audience will come back night after night if you give them the experience you promised them. Experience, not products or services, or even customer service.  Experience.

Q: What was the inspiration to write Great Performances – The Small Business Script for the 21st Century?

A: Seeing how few small business owners really understood the fundamentals they needed to master to grow a business. Heck, most business owners don’t even know that ‘growing the business’ is what they are supposed to be doing. I wanted a book that was both inspiring and practical. And I wanted a book that shared some of the approaches to successful execution that the performing arts world already understands: the relationship between practicing the fundamentals and improvising with whatever happens when the curtain goes up.

Q: Who’s your target audience and what will be the biggest takeaway value for them by the time they finish reading?

A: Any small business owner will benefit from reading this book. The feedback I have had has far exceeded my expectations. I just met with an associate yesterday who said she had my book on her desk and a client picked up to look at it, read a few pages, and promptly “stole” the book. When my associate called her client to ask about the book, she replied “This book is amazing, and I’m not returning it until I’m done.” I gave my associate another copy. Free. You can’t buy marketing like that.

The number one thing I want a small business owner to take away from the book is the understanding that the fundamentals matter, what those fundamentals are, and how to use them to do the one thing you should be doing as a business owner: grow your business towards a determined exit.

Q: Tell us about the structure of the book and why you felt this was a practical approach in presenting your material.

A: Practical schmactical. I had fun with it. The book is divided into 3 acts and a number of scenes. Like a script. My publisher Influence Publishing and I worked that out.

The only part that ended up being a nice ‘true’ fit for the structure was Act III which is all about designing your exit from your business. The rest is just playful.

Q: With so many business titles already on today’s market, what do you feel distinguishes yours from the competition?

A: I tell the truth in a way that is both inspiring and sobering. You try to hit that balance! Almost no other book I have read (and I read business books constantly) hits that note. Ninety percent are all inspiration and no substance. Or the substance is nonsense. Can you have substantive nonsense? No real understanding of marketing, finances, psychology, statistics, etc. All of the underpinnings of what makes a real business really successful. There are no secrets. No “believe it and it will happen” patchouli-scented magic. This book is a script for a great small business performance. There isn’t anything else like it that I have ever found.

Great Performances challenges you to learn the fundamentals, practice them every day, have the courage to improvise on those fundamentals, and have the courage to design a giant vision, and the discipline to take the daily baby steps required to get there.  Most small businesses fail, and there is a reason for that. It is incredibly hard. This book, if you take its contents seriously, will increase your likelihood of surviving, and even thriving.

Q: What are some of the section topics you cover?

A:  ACT I: Putting People First. I talk about customer and employee relationships, how to manage them, and why retention is the most important strategy of any business.

ACT II: Maximizing Limited Resources. We look at the only 3 resources any business has to grow: time, people, and money. I write about priority management, how to go about planning your business over time, and how to manage all of the financial building blocks a small business owner must contend with, including debt.

ACT III: Planning Your Exit. The final section looks at management, and managing your business to develop an asset with real value. We talk about the incredible importance of documents like Standard Operating Procedures (SOP’s) in that process. And we focus on how important it is to design an exit that generates maximum value for the business owner.

Q: What part of the book was the most challenging for you?

A: Writing it. That isn’t a facetious response because while all of the content for the book was at my fingertips, and while I have been writing and teaching writing for years, I also have a business advising/coaching/consulting practice and speaking schedule that leaves very little extra time for something as significant as a book. So having the discipline to carve out the hours required was very challenging. There was no way that would have happened without the support of my wife and family. Much of the time I took to write the book, I took from time with them. They were incredibly supportive.

Q: Tell us about your online coaching program and how the growing popularity of distance learning interfaces with the principles of your book.

A: I am currently in the process of restricting the online portion of my practice. I have not been happy with the platform I was using. Currently I provide business support for clients throughout Canada, using a combination of my new online platform, Podio, and Skype (as well as other fantastic tools like Evernote and Dropbox).

I don’t think there is a direct connection between what I teach in the book and the world of online learning, except perhaps to say that if much of what business owners need to know is a set of fundamentals, those are as easily communicated online as face to face.

I am in the process of building an online community for small business owners based on the content of the book. I am rolling that out through a series of not-online workshops starting this summer.  People taking the Great Performances workshops will have an opportunity to continue their learning and mentoring online.

Q: There’s no question that an unstable economy such as the one we have now is making people wary of taking personal and professional risks. Let’s say that someone comes to you and says, “I know I’ve steered my small business into a dead-end. I’d rather be doing something else but leaps of faith take time and money, neither of which I have. Should I just try to ride things out and hope the economy gets better?”

A: No. Stop now. Get a job.

One of the most frustrating and humbling things I have to do in my practice is let a small business owner know they have let things go too long and the resources they have left (time & money) are not sufficient to the task of growing the business any more. Time to close the doors.

Business owners who see things sliding wait FAR too long before seeking real help. And even when they bring me in, they are still reluctant to make substantive changes. They insist on continuing practices (or the lack of practices) that have already put them at serious risk.

There is huge value in faith and persistence and optimism. They are the most important traits of a small business owner. But the failure to get professional input and change course the very instant revenues and profits start to dry up, is almost always fatal.

Q: In your opinion, is it more challenging to start a new business from the ground up or reinvent an existing one?

A: Reinvent an existing one, unless the existing business is already VERY healthy. Change takes enormous resources and the saddest irony of all is that most business owners want to reinvent their business because they have completely run out of resources. Too late.

Momentum is everything. And as we learn from basic engineering and physics, any change in direction of a body or fluid in motion creates turbulence and draws resources.

Starting something well, even on limited resources is always easier than changing something that is off course, especially on limited resources!

Q: If you could have lunch with any famous business leader from the past 100 years, who would it be and what question would you most like to ask?

A: Jerry Baldwin and the original founders of Starbucks. The transition from single shop to the vision beyond, is one of the most interesting moments in business. I would love to go over the conversations and thinking that took place in the mid-1980’s and that lead to the Starbucks we know today.

Also I would love to talk to Herb Kelleher, the CEO of Southwest Airlines who was the great voice for putting employees ahead of shareholders and even customers in the growth of a business. I would love to ask him how he came to that conviction.

Q: What would people be the most surprised to learn about you?

A: So many things… but the one that seems to draw the most visible surprise when I speak to people is that English was not my first language. It was German.

Q: How has your book been received since its release?

A: It has blown me away. The reviews on the site tell the story (http://www.greatperformances.ca/the-book/the-reviews/). And it is a story I really didn’t expect.

Q: What’s next on your plate?

A: Designing the Great Performances workshops and kicking off that process in British Columbia before taking it to the rest of the country, and ultimately North America.

Continuing to grow my business while building capacity to help my clients grow theirs.

Q: Anything else you’d like to add?

A: The best way to connect with me and with the world of Great Performances in small business is through my Facebook Page (clemensrettich#) and my blog www.smbfundamentals.com.

Of course there is always buying the book… but that crosses into shameless self-promotion.