What Box Do You Want To Be In?

Welcome to the inaugural launch of Podchats - a fun, casual, yet informative conversation with thought leaders in the arena of Human Resources, management, and leadership that are 30 minutes or less.

This site was formerly known as Management-in-Minutes and several of those mini-audio lessons are still included in the subscription stream. However, going forward the stream will be devoted to Podchats.

This podchat was prompted by Mike's post provided below. It caught my attention because in my  workshops I talk a lot about learning to read people and how that needs to be a professional competency.  Mike has a unique view on reading people and so I invite you to view his website. 

That's how we started our discussion and then took an interesting segway into intuition. The link to his site is listed below. It's jam packed with lots of in-depth content.  For now - enjoy the Podchat. -JoAnn 

The Podchat: You can listen here or subscribe via email or iTunes - see information to the right.  Listen here: Duration-30mins.

“Which Box Do You Want to be In?”

Word choice is a function of personality. Yes, circumstances like jobs might require specific words but much room remains to choose other words. Sometimes, a single expression can give us all the insight we need.

For example, while with a previous employer, I helped a call center with customer service strategies and techniques over the phone. The center was transitioning between managing executives. When the new executive arrived, she heard about my help’s success. She wanted to meet and discuss me joining her team. After laying out her vision, she showed me a chart expressing the new functional detail for each job. Each job was shown as a box.

At the end of her review, she closed by pointing to the chart and asking, “So Mike, what I really want to know is which box do you want to be in?” To see the significance of this insight into her personality, it would help to contrast it with other possibilities:

• “. . . which box do you want to be in?”
• “. . . what kind of contribution would you like to make?”
• “. . . how would you like to help me?”
• “. . . where do you think your talents might work best?”
• “. . . where does your interest lie?”

What happened in this executive’s case is that her feelings about her reorganization plan produced certain emotions. They caused her intuition to influence her cognition in a manner that caused her to express people as mere fillers of boxes. We can see the emotional differences between her question and these other variants. Emotions illuminate personalities.

In the end, as you probably suspected, I did not join her team. She left the company after only being there thirteen months.

See more at: http://blog.omegazadvisors.com/2010/07/29/personality-assessment-which-box-do-you-want-to-be-in/#sthash.fX9g7pIA.YeYXly4J.dpuf | @mikelehroza  Twitter: @joanncorley |  Facebook  |  Google+  |  LinkedIn Named to Top 100 Most Social HR Experts on Twitter - Huffington Post

It All Begins With You - You are the Messenger

Focus: Effective management is from the inside-out

Audio duration: 5 mins. 52 secs.

Double click arrow to LISTEN NOW:
Remember:

-Read along with the transcript below or print and read for later.

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-Remember, the audios are loosely scripted to sound more natural.

 

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 “We are not only the messengers, WE are the message...”

Soulprints, Mark Gafni

IT ALL BEGINS WITH YOU - YOU ARE THE MESSENGER

Wc: 727

As you rolled out of bed this morning, I bet your mind began to swirl with all the coming activities of the day.   If you are a parent, your thought flow probably began with, “ok..gotta get the kids up.” If you are a manager, it might have been, “I really need to work with “so and so” today.”

Whatever the many roles you play in your life; brother, mother, teacher, fireman, each of them demands of you a certain performance, if you will, a certain way of being and doing that will determine whether you will be deemed successful in that role by you and the others involved.

What’s so important to notice, to get in tune with is that amidst all the daily “role playing,” there is a YOU!...the person playing all those roles – you; the one and only - you…the YOU that exists as a unique individual with a heart, mind, spirit and body. It’s the you that has a myriad of feelings and thoughts throughout the day, some good and perhaps some not so good.

Why is this so important to notice? I think for three key reasons:

1. Sometimes the roles become more important than the YOU.
2. We start to live those roles so unconsciously that we lose track of what we really want in life and what role those roles play in that.
3. In that unconscious living, we subtly disconnect from our power and choice to fulfill that role in a pre-determined, on purpose kind of way.

For now, let’s think about reason number three in the context of your role as a manager or supervisor. I know this sounds odd, but before you became a manager you were a unique individual and when you’re finished being a manager, the same will hold true. So I have to ask the question where is the unique you in your role as a manager?

I ask that because I’ve seen many examples of people who seemingly become different people when they take on this responsibility. I seen some folks who were really fun as a co-worker lose all their fun at promotion day; a colleague who is known to be even keeled now turns into a slave driver. What happened?

You know, no matter what your specific job description is as a manager, the words on that paper do not replace or begin to reflect the YOU that you will bring to the role to execute what’s required. In the end, YOU are what will make that role come to life and create the outcomes that you and everyone else will experience.

That’s why is so important to believe that ultimately it all begins with you…the YOU that existed before you became a manager. What were you like, what kind of values did you hold, what was your personality like and ultimately what kind of character did you possess?

I believe that one of the first tasks every new manager or supervisor needs to tackle is that of self assessment. You can do this practically by asking yourself these questions:

1. Who am I as a person?

2. What kind of qualities will I bring to the table to be the best manager I can be?

3. What areas might there be some challenges for me? (e.g am I patient?..am I intolerant…am I controlling, do I avoid conflict, do I get overwhelmed easily?)

4. What management skills do I need to learn?

5. What management skills do I naturally possess?

6. What values do I bring to the kind of manager I will want to be?

The answers to all those questions (and certainly there could be more) ends up being the summary of YOU. The you that will fulfill this role. Remember, NOTHING can replace the YOU. Judy Garland was once quoted as saying, “It’s better to be a first rate version of yourself, than a second rate version of someone else.”

As you fulfill your role as a manager, you will be delivering many messages. You’ll be saying, “yes, I can meet a deadline,” “yes, I can hire a competent employee,” “yes I can admit I was wrong,” “yes, I can motivate my team members.”

Ultimately and the most important point is that NOTHING can replace the YOU in those messages or outcomes. The way in which you fulfill that roles or deliver those messages, the qualities that you use to inspire, direct, teach, coach and let an underperformer go will be communicating a lot as well.

You will be communicating YOU. The essential question?...what will you be saying???

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Manager as Developer

Manager As Developer - Enhancing the Role of Manager in the 21st Century Workplace

Focus: Management Success, Management effectiveness

Audio duration: 3 mins. 01 secs.

-Read along with the transcript below or print and read for later.

-Right click the MP3 FILE link MP3 File download and "save as" to your hard drive to access off-line for continuous listening or to transfer to your mobile device for portable learning.

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Manager as Developer

Enhancing the Role of Manager in the 21^st Century Workplace 

WC: 436

Transcript - print now

Have you ever thought about the connection between management and photography? I love photography.  I actually developed that love from a friend who had a dark room in his apartment.  I particularly love black and whites and I had the opportunity to acquire a cool camera to express that new found love. 

The bonus to knowing this friend?...I got to be in the dark room and watch the pictures I took develop.  I loved the process of watching what I had seen and captured through the lens slowly come into full view in the chemical wash. 

I see management in the 21^st century workplace in a similar way.  These days, just supervising the activities of employees doesn’t seem enough to meet ever changing business needs and to maintain our company’s competitive edge.  The need to retain talent, the different generations and levels of maturity that comprise our teams members call for a kind of management that can make the most of everyone’s capabilities. 

That’s where the role of developer comes into play. My old trusty friend Webster defines develop as follows: to make visible or manifest, to work out the possibilities, to cause to unfold gradually.  My favorite from that list is “to work out the possibilities.”  

As we exercise the role of developer, how satisfying would it be to nurture and facilitate in an employee what’s possible; perhaps a needed characteristic that, up until our involvement, was weak or nonexistent? 

And there in lies the connection between photography and managers who develop.  We get to look for and identify what’s possible, then take a snapshot of what we see and help that characteristic, talent, or skill come into existence. 

What a great opportunity to exert leadership.  I just bet there will be many times in which we’ll be able to see what’s possible when a team member does not.  That, by the way, is having vision, seeing for them, seeing when they cannot.  We can move from manager to mentor and what a meaningful and satisfying place to be. 

I recommend that time be taken to assess what’s possible and needed to develop for each team member.  Next, sit down and talk with each of them about what you see in them; share your vision. Then, ask them what they see and together begin to create a plan to realize that vision. 

A final note: there is an additional benefit to this experience. Besides going from manager to mentor, you’ll also enhance your relationship by adding the qualities of collaboration and partnership.

Learn more about  The 1% Edge Portable Coach - App or go right to the website: http://www.the1percentedgecoach.com/

To bring a management training or related topics to your organization - click here: 

Going Beyond the Job Description

Focus: Competencies, plus the job description = success

Going Beyond the Job Description – Competencies are Essential

Wc: 425 – Audio duration: 3 mins. 34 secs.

“profits and growth are about performance and performance is about people – performance is behavior.”

Focus: Management Success, Professional Success

Audio Lesson - Duration: 3 mins. 21 secs.  

1.  Double click arrow to LISTEN NOW or download mp3 link for later

2.  Read along with the transcript below or print and read for later

Transcript

Business is really about two things: knowledge and behavior. This may sound strange, but when you think about it, a business cannot exist without pertinent knowledge and behaviors that generate desired results.

So what’s essential to the success of any company?... a conscious determination of what knowledge and behaviors are absolutely necessary (critical success factors) from each contributor for that particular business to be successful.  The behavior piece can be defined in two parts:  skills and competencies.

A skill (the capability to do something well) is usually framed and needed in the context of a job description. Example: someone who has the technical knowledge to create a blueprint of a house.

A competency relates to qualities and capabilities beyond the job description…the make-up of the person in the job (e.g. characteristics/traits, attitudes, beliefs, values, motives, character, emotional maturity, relational effectiveness) and how those elements influence how a job is done.  Example: a customer service employee who is has the emotional maturity to be self-controlled when dealing with a challenging service call.

The examples above are representative of a skill and a competency.  As an effective manager you need to know both, how to distinguish between the two and how to determine them for your role and the roles you are responsible for managing.

Also two additional items of note:

1. Each element (skill and competency) both contribute to the profitability of a company.

2. You’ll rarely find competencies, such as emotional maturity, on a job description.

One can see that in order for a business to stay competitive and profitable three critical assessments need to be made:

1.  A determination of those behaviors needed for the success of the business.

2. A determination of where contributors are in possessing those needed behaviors.

3. A plan to close the gap where needed -

            a. via training and coaching

            b. replacing a contributor with someone who is a better fit.

So the question would be what are the competencies needed in your particular role and that of each of your team members?

Remember, a competency is the way in which the job is done…the qualities of the person who is doing the job.

Action: Make a list of competencies or qualities that are needed for you to do your job successfully.

Then do so for the roles of those you manage.

Next, determine the gaps and incorporate those in your coaching and performance management plan.

This will go a long way in helping to increase the performance of your team and thereby increasing the profitability of you company.

Target Your Management Success

Target Your Management Success - Success is not random

MP3 File

Transcript
Management success is not random. As we enter a new year, this is a worthwhile reminder.

If you are a manager reading this post, I encourage you to create a plan of how you want to and will be more successful this year. In this ever changing economy, this is an essential career management strategy.

A plan is a target. I heard it once said, "Most people aim at nothing and hit it amazingly well." 

Management Success Planning
Need some help?  I have compiled a list entitled What I Wish Every Manager Knew.  Feel free to use this list as your checklist of knowledge points and capabilities. Access here 

Ask yourself these questions:
1. What do I know? What do I need to know more of or about? Do I have knowledge gaps?
2. What am I doing? What do I need to start doing?

In the spirit of helping, I invite you to use this site to support you in your quest. Check back here regularly for new lessons/podcasts and something new at this site - Mini Courses via podcast.

Additionally, you may want to consider performance coaching.  You can learn more at this link - Performance Coaching 

Management Success - Mini Course #1
Building A Foundation
Lesson 1 - Behind Every Team is a Great Coach
Lesson 2 - The Management Dilemma - Do You Really Want to Be One? 
Lesson 3 - What the Heck is Management & Am I Doing It?
Lesson 4 - New Roles for Managers 
Lesson 5 - Manager as Developer 

Coaching Tip: To maximize your usage of these bite-size podcast lessons, start a training & development 3 ring binder for yourself. Print the lessons for additional notes you'll want to write and download the mp3 into your mobile device for on demand, "at your finger tip" reviews.


Now available mobile training & coaching for managers - get The 1% Edge Portable Coach - The App,
available on both android and apple platorms - It's free! Get it here

Enable vs. Empower - Which Do You Do?

Focus: Management style

Audio Lesson - Duration: 2 mins. 20 secs.

1.....Double click arrow to LISTEN NOW:

2.....Read along with the transcript below or print and read for later

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Enable vs. Empower – Which Management Style Do You Have?

Transcript - print now 
Wc: 285

Read time: 1-2 mins.

Today, in our bite-size audio lesson we’re going to talk about two different management styles So, I’ll begin by asking, in your management style are you more of an “empowerer” or an enabler.

Ok, what are those two, and then, how are they manifested? First of all, an empowerer is someone who relates as a manager in a way that helps their employee or their team members actually become competent in doing what they need to do. So they might provide the proper resources, provide the proper coaching; help them work towards the decision versus telling them what to do.

An enabling manager is one that keeps an employee from developing their potential. A great example of that is a manager who does not delegate to an employee. Delegation helps an employee to develop, perhaps, a new skill set, a new sense of responsibility around a particular area.

                                                              

Enabling means that we help someone continue in the behavior that actually we really don’t want! So let me ask you, in your management style, are you more of an enabler or more of an empowerer?

                                                              

Now, I know, sometimes, that’s in context. We may be one in one context and one in another. But what I’ve found is most managers have a tendency more towards one than the other, and sometimes, that’s based on personality type as well. 

                                                              

However, for our bite-size tip for today, I’d like for you to consider which one you have a more natural propensity towards, being an enabler or being an empowerer and then consider how you need to adjust your relating style to get the outcomes you really want.

What the Heck is Management? - Are You Doing it?

Focus: Defining management

Audio duration: 2 mins. 02 secs.

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What the Heck is Management -  Are You Doing it?

Transcript - print now

WC: 233

Read time: 1-2 mins. 

In order to find out the answer to this pressing question, I went directly to Webster’s – my ultimate source in definitions. Here’s what I found:
Manage is defined as follows: to handle or direct with some degree of skill…

Ok to handle or direct what – specifically?

Which brought me to wanting to gain a deeper understanding of the word skill … here goes: skill – the ability to use one’s knowledge effectively and readily in execution or performance - learned power of doing something competently: developed aptitude or ability.

Alright, there you have it. Managing is using knowledge effectively, readily, competently, from a developed aptitude to handle or direct…AND THERE IN lies the rub.

How many managers actually have knowledge, competencies and a developed aptitude? And ….how many managers really know what they are handling and directing.

Hey if you’re a manager reading this, I’m on your side! This is yet another case for management training. Here’s my tip as it relates to this information:  I recommend you develop very precise answers to those questions.

I know that in many industries these days, those answers are moving targets – even more the reason to stay on top of them. Those answers are the keys to you being effective in your role. By the way, those answers may not even be in your job description…hum…

New Roles for Managers

Focus: These roles probably aren't in your job description!

Audio: 4 mins. 14 secs.

1. Double click arrow to LISTEN NOW:
2. Read along with the transcript below or print and read for later

3. Right click the MP3 FILE link MP3 File to download and "save as" to your hard drive to access off-line for continuous listening or to transfer to your mobile device for portable learning

4. For additional lessons use the Search Box (top left).

5. Remember, the audios are loosely scripted to sound more natural.

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New Roles for Managers

Wc: 495 
Transcript - print now

As the challenges of the 21^st century workplace are changing, so is the role that a manager plays. In order for a manager to be competent and effective in today’s workplace a greater knowledge and understanding of an enhanced definition of manager is required.

Here are three functions that a few years ago, a traditional manager would not have had to be concerned with.

Function 1: A Coach and Developer

For all intense and purposes the traditional type of leadership has changed. (Though in my travels I am surprised discovered that in many companies this style exists; but to their detriment.) In the 40’s & 50’s the most common form of leadership was command and control. I define it as, “I think, I tell you, you do.”

Due to the dramatic change in workplace make up – more women in management, newer generations, and the arrival of the dot com era, that leadership style proved to be ineffective in meeting those specific needs.

What has proven more successful if a style of leadership – management role of coach? The coaching style of management comprises as element not found in command and control and that is development.   When a manager is developing an employee they are helping that person grow in their capabilities to enlarge their capacity to contribute to the organization. This is quite beneficial in the long run, as the company’s return on investment for every salary dollar spent increases.

Function 2: Career Advisor

These days, with job descriptions and performance needs ever evolving managers with hiring authority have got to be able to hire the team members that are the best fit. And the definition of best fit goes way beyond can they just barely do the job. But additionally, how well will they work with the team, can they be flexible and adapt as new demands surface or does the job type match their personality. It takes an informed manager to be able to make those decisions in collaboration with their Human Resource department.

Function 3: Teacher

This is perhaps the most unique of the three. Here’s a shocking statistic – the average American reads at about a six grade level.  No matter what strata, however, when we hire we make assumptions about capabilities. In reality, every person who walks through our corporate doors on some level needs to continue to learn, as does the manager. So continually educating our team members on a variety of professional needs serves them, you, and the company. In the long run, this could eliminate or at least greatly reduce many headaches. The mantra – “keep educating”. 

One manager I met in my travels has a book of the month club for his team. They collectively choose topics that will improve the performance of the entire group. What a great idea!

I suspect that these three functions may not appear on many job descriptions, yet they are critical to the success of managers in the 21^st century.

The Management Dilemma - Do You Really Want to Be One?

Focus: Management Success, Professional Success, Career Planning

Audio Lesson - Duration: 4 mins. 41 secs.

1.  Double click arrow to LISTEN NOW: 
2.  Read along with the transcript below or print and read for later

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     your hard drive for continuous listening or to transfer to your mobile device for portable learning.

4.  For additional lessons use the Search Box (top left).

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The Management Dilemma - Do You Really Want to Be One?

Wc: 648

I recently ran across a staggering statistic the other day. According to the U.S. Department of Labor, there are 6,000,000 plus employees in the country who hold the title of manager (and that does not include those who hold the title of supervisor).

I’m going to guess that of those, very few laid in bed at night as little tikes saying, “Yes, when I grow up some day, I want to be a manager!” 

So, I’m going to make a bold proclamation right here, right now and say that there are millions of people slaving away in cubicles or in the lucky office with the window that REALLY don’t want to do what they’re doing.  But, they have to – they have no choice…really.

No choice? Well they do and they don’t. With the typical (and I believe antiquated) career path design present in most companies today… “have to” is real if a career is to be built and more money is to be made.

The inevitable need in the structure of any business is to manage it. Every component of a business needs to be attended to so the outcomes can be attained.

As business has evolved over the years, various components have come and gone. There use to be the need of managing a typing pool (some of your reading this article probably have no idea what that is)…boy, those days are long gone! Now there’s a need to manage the networks that connect the computers that replaced the typewriters.

One element of managing a business that has never gone away is that of managing the people who function in the context of the many business components. Managing the people is a needed role that I call the “default role” in business.

Why default? It’s my belief that many managers do not really want to be a manager per sae. They are managers by default. They were good at executing key functions and that qualified them to oversee other people who were doing those functions….whether they could actually oversee them effectively or not.

In many cases this has presented some challenges. Many of the skills necessary for effective oversight are outside the scope of what they were good at before. And, many were asked to move into this role without:

-identifying key skills necessary to be competent in the role

-determining their own level of competency of those skills

-and then acquiring training to fill the gaps.

Sound familiar? Well over the past several years, I’ve discovered this very fact as I’ve traveled across North America conducting management and leadership workshops.    I learned that only a small percentage of that six million have adequately been trained to be competent in this essential business function.

The irony?....this role impacts EVERYTHING!!!...yet it doesn’t get the attention it deserves.

In truth, this role is so essential, that the way it’s viewed and treated needs to be elevated to that of a profession. Ok...think about that last statement….a profession…not a pseudo profession, not a default role, but a REAL profession.

Now I know there are people out there that do, even if unconsciously. But I believe that the vast majority of employees in the work place today do not consider the role of management a profession and for some not even an admirable one. I know there are plenty of reasons for that.

Let’s collectively as a management community elevate the game so to speak. Even if you are a “manager by default”, professionalism can still be your mantra. This lesson is all about making a conscious decision..."yes I want to be a manager..not I have to...but I WANT to." 

Honestly, if at some point you really can't say that with heart....then it's time to start lookin' for another job.

Are You a Parent or a Manager?

Focus: Management Success, Management Insight 

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For additional lessons use the Search Box (top left).

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Are You a Parent or a Manager?

Wc: 365

Transcript - print now

I bet there’s been a day or two when you have thought that or felt that way. When I conduct a management training workshop, sometimes I’ll ask, “How many feel like you left the kids back at the office.”…..many people raise their hand.

Here are two issues related to parenting that would be useful to be aware of, if you are a manager:

Issue #1: How you were parented influences how you manage. That might sound odd, but its true. Your experience and conditioning in the context of authority and power as a child have all been recorded in your subconscious mind. When you are put into that situation again, now with you as the authority figure, what will you naturally draw on to direct your behavior?....the resource or reference point already developed in your brain, your pre-mapped experiences. What’s important to realize is this is not necessarily done on purpose or consciously. You may be quite unaware that this is even happening. 

In fact how many of you have said, “I will never be like that when I grow up” and then find yourselves acting the same way in certain contexts the same as your parents…see?

Now, depending on the kind of behaviors, reactions and responses you want to have as a manager those pre-mapped experiences might serve you well…or not. 

What’s important?...be aware of them so that you can determine on purpose the kind of behaviors you want to have as a manager.

Issue #2: If you are a parent at home, sometimes those same relating styles get exhibited at work. Again this not necessarily good, bad, right or wrong, it’s just important to be aware of this and determine what’s useful or not.

In the case of moms for example, “mom behaviors” in excess can prove to be harmful. For example: being over protective of a team member, doing for them rather than helping them do, being too controlling vs. realizing they are adults with adult boundaries….etc.

Tip: Try to identify what of these two areas are currently influencing your management style/ behaviors and determine what’s useful and what’s not. Then take steps to adjust them.

Manager as Developer

Date: April 30, 2012
Editor's Notes: I will be previewing over the next few weeks management training- coaching lessons that will eventually be included in the new Mobile Training & Coaching APP for managers and individual contributors committed to their own professional development.

If you are interested in being the first to know about it's release - email me at - joann@trainbymobile.com, and I'll put you on the list.


Focus: Management Success

Enhancing the Role of Manager in 21^st Century Workplace

Audio duration: 3 mins. 01 secs.

Double click arrow to LISTEN NOW:  

-Read along with the transcript below or print and read for later.

-Right click the MP3 FILE link MP3 File download and "save as" to your hard drive to access off-line for continuous listening or to transfer to your mobile device for portable learning.

-For additional lessons use the Search Box (top left).

-Remember, the audios are loosely scripted to sound more natural.

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Manager as Developer – Enhancing the Role of Manager in 21^st Century Workplace 

WC: 436

Transcript - print now

Have you ever thought about the connection between management and photography? I love photography.  I actually developed that love from a friend who had a dark room in his apartment.  I particularly love black and whites and I had the opportunity to acquire a cool camera to express that new found love. 

The bonus to knowing this friend?...I got to be in the dark room and watch the pictures I took develop.  I loved the process of watching what I had seen and captured through the lens slowly come into full view in the chemical wash. 

I see management in the 21^st century workplace in a similar way.  These days, just supervising the activities of employees doesn’t seem enough to meet ever changing business needs and to maintain our company’s competitive edge.  The need to retain talent, the different generations and levels of maturity that comprise our teams members call for a kind of management that can make the most of everyone’s capabilities. 

That’s where the role of developer comes into play. My old trusty friend Webster defines develop as follows: to make visible or manifest, to work out the possibilities, to cause to unfold gradually.  My favorite from that list is “to work out the possibilities.”  

As we exercise the role of developer, how satisfying would it be to nurture and facilitate in an employee what’s possible; perhaps a needed characteristic that, up until our involvement, was weak or nonexistent? 

And there in lies the connection between photography and managers who develop.  We get to look for and identify what’s possible, then take a snapshot of what we see and help that characteristic, talent, or skill come into existence. 

What a great opportunity to exert leadership.  I just bet there will be many times in which we’ll be able to see what’s possible when a team member does not.  That, by the way, is having vision, seeing for them, seeing when they cannot.  We can move from manager to mentor and what a meaningful and satisfying place to be. 

I recommend that time be taken to assess what’s possible and needed to develop for each team member.  Next, sit down and talk with each of them about what you see in them; share your vision. Then, ask them what they see and together begin to create a plan to realize that vision. 

A final note: there is an additional benefit to this experience. Besides going from manager to mentor, you’ll also enhance your relationship by adding the qualities of collaboration and partnership.

Handwritten Thank You Note

Focus: Employee Motivation, Management Success

Audio: 2 mins. 26 secs.

1. Click the link and listen now and/or read along:
2. Right click the MP3 link MP3 File - select "save as" and download to your hard drive to save - for continued listening or transfer to your cell phone, iPod or other mobile device.  Also you can burn to a cd and customize your learning while you're driving.

 3. You can print the article or right click to save to your hard drive.

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Handwritten Note

Wc: 436
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Here’s another in a series of ideas on how to apply C.P.R. to your team. If you’ve not listened to the introductory recording on applying CPR, let me encourage you to do that first. You know, C.P.R. is about infusing life into your team, feeding their motivation, and making deposits in their emotional and psychological fuel cells. 

Recently, there was a survey done among a certain segment of the healthcare population. And one of the questions that was posed in the survey was this: If you could get anything from your boss, what would it be? 

The number one most popular answer was this, a handwritten thank you note from my boss. Wow! We think handwritten and thank you notes are somewhat a thing of the past. But you know what? I think they probably should come back. 

I recently encountered a manager at a workshop that I conducted that did exactly that. But she added one other element to it that I think is worth your consideration. You know, she had one hundred and fifty employees and, you know, that’s astonishing enough. And in an effort to express to her employees how much she appreciated them, she did write a handwritten thank you note to every member of her staff. 

However, rather than distributing them at work, she thought it would be much more effective and have much more impact to actually send the handwritten thank you notes to their homes. You know, I thought, “How brilliant. What a great idea!” 

You know the place of recognition in every home that is tried and true? You know that refrigerator? I would suspect that even for the shyest employees, to have that handwritten thank you note posted on that refrigerator would be a great source of pride. 

You know, they would get to see it in the privacy of their own space every day, and also, to be able to display it to their other family members. You know, as a parent, to model for their kids. Boy, that would go a long way in motivating an employee on an ongoing basis. Talk about making lots of deposits in their emotional and psychological fuel cells. 

Let me encourage you to consider this idea for applying C.P.R. to your team. Consider a handwritten thank you note sent to your employees’ home.