What halftime advice would you give your staff?

If you look back at recent comeback victories in sports, you have to wonder about the halftime advice those teams received. In Super Bowl 51, the Patriots were down 21-3, yet came back to win. The second half performance of both teams looked nothing like their performance in the first half. What did it take in the locker room to get the Patriots to turn that around? What was said in the Falcons locker room? After weeks of preparation, what can be said and done in 20 minutes that can radically turn around the performance of a team of professionals to such a degree that they overwhelm another team of professionals?

Halftime isn’t just about comebacks. It’s a chance to review and adjust, which we all should be doing after a positive or negative outcome to most business activities. For a football team ahead by a lot (as the Falcons were), what has to be said to prevent that sort of letdown? Teams come into halftimes needing to be reminded that they deserve to be there, that they can come back, that they are capable of doing what got them there, and that each individual is a piece of something bigger.

It’s no different in your business. The concept of a game’s halftime doesn’t necessarily align well with the events on the timeline of a company’s life, but that doesn’t matter. There are always turning points in projects, products, careers, marketing campaigns, etc. Projects and products both have natural “halftimes”. They look like points in time where it makes sense to stop, assess, adjust and re-engage.

Team and company are interchangeable concepts. Whether teams win or lose, the best ones get together afterward to review what happened, both positive and negative, and what can be learned. Military units review after action reports (AAR) for the same reason. They ask the question: “How can we improve upon what just happened?” regardless of whether it was good or bad.

Looking back to Lombardi

Every Vince Lombardi speech covers fundamentals. He knew he was dealing with professionals. Their performance occurs at a level most never reach. They see and understand parts of the game that amateurs and “mere TV viewers” cannot. For the very best, the game “slows down” as if everyone else moves in slow motion so they are able to arrive at a critical location on the field with perfect timing. Lombardi knew this, yet repeatedly returned to fundamentals.

Is there a lesson in that for your team? Do your best staffers remember and execute fundamental behaviors more frequently than everyone else?

What halftime advice do you give a team who had a great month?

Your team had a great month. Now what?

What changed month-over-month that made last month so great? What performances stood out as the keys to making that happen? What short list of behaviors or tactics can be identified that were essential to the month’s outcome? What should be focused on so that your team can reproduce that performance? Who learned something that they leveraged into a successful outcome? Who stopped doing something and noticed an improvement as a result? What systemic changes can we implement to make this month’s success more easily reproducible?

What halftime advice do you give a team who had a bad month?

Your team had a terrible month. Now what?

What historically key success behaviors are still valid and were not achieved last month? What happened that threw us off our game? How do we correct those things? What systemic changes can be made to automatically prevent those problems from reoccurring? Who needs help meeting performance expectations? Who needs a mentor? Who needs coaching? What fundamental behaviors fell off last month and need to be improved? How can we remind each team member of fundamentals that we assume will be performed? What distracted us this month? Has everyone’s performance fallen off, or only certain groups?

Call a timeout

Halftime provides a natural break in the action to reflect, assess, adjust and re-engage. For a company, use them like a timeout. When things aren’t heading in the right direction, don’t wait. Call a timeout. Step in, discuss what’s going wrong (and well), share what you’ve learned, advise and re-engage. Are the staffers who are failing following the plan? Are the staffers who are succeeding following the plan? Is the plan failing?

Photo credit: https://www.flickr.com/photos/usaghumphreys/

Would your employees recommend your company?

While listening to recruiter Bob Beaudine‘s Entreleadership podcast this week, some comments he made about recruiting and networking suddenly mixed themselves together. When your company is looking for new people to fill positions, do your employees recommend your company to their friends and family?

While such recruiting would be dependent on whether or not your friends and family are qualified to do the work, in many companies, that isn’t a problem. When a company needs a receptionist, mechanic, manager, or salesperson – there’s almost always someone in your circle of family and friends who could be interested in that opportunity.

Question is, do your employees recommend your company? I suspect you’d be interested in hearing what they might say to a friend or family member about their work and their employer. Chances of you hearing that verbatim are probably not good, yet it’s something worth pursuing.

Make it easier to recommend your company

Put together a brochure, something on letterhead or a web page that elaborates on why you encourage employees to recruit friends and family. Your reasons for encouraging this may resonate with your team. For example, you wouldn’t expect an employee to recommend someone who won’t reflect well on them. If they will be working together (something to be careful about), you wouldn’t expect an employee to recommend someone they’ll have to carry or that they can’t depend on.

Rather than leaving that unsaid, discuss it in your recruiting communications and in staff meetings. Make it clear that you understand that employees aren’t going to recommend someone they don’t trust and believe in. Be sure your employees understand that their recommendation is a function of their reputation in the company. Not only will this likely make the employees more selective about who they recommend, it will also reinforce your belief in them and in who they recruit.

What if they aren’t recommending your company

If your employees aren’t actively reaching out to friends and family to suggest they apply for openings, there may be good reasons. Some folks don’t like to combine their work and personal lives. That may seem a little odd to company owners, but it is your employees’ choice. However, if you see or know of your employees socializing outside of work, then it’s unlikely that combining work and personal lives is a concern. For those employees who mix socially, do you get recommendations for job candidates from their friends and family? Presumably this would come out in interviews or recommendations, so you would know most of the time.

Find a way to ask your employees why they aren’t recommending that their friends and family apply for work at your place. You may need to make this confidential – there are easy to use online survey tools that can help.

Of course, there are legitimate reasons why an employee wouldn’t recruit friends and family. I would be wary of suggesting that both people in a couple work for the same company, particularly if the company isn’t on very solid financial ground. The last thing a couple needs is for both of them to be worried about losing their job, or worse, having it happen to both of them at the same time.

Whether or not your staff recommends the company to friends and family, it’s worth discussing with them. Focus on the employees who will be frank with you. You need someone to tell you want you need to hear, even if you don’t want to hear it. Be sure they know that you won’t hassle or punish them for their comments – but you may ask for their help. You want honest feedback. If your staff wouldn’t recommend your company, you need to know why.

They need to understand that the lack of recommendations is serious, and that you want them to share with impunity. That doesn’t grant a free pass to be mean-spirited, rude, or abusive – and you should advise them of that in advance. Communicating bad news properly is an important life skill. Done poorly, this discussion will be tough for an owner to forgive and forget. What you don’t want is information presented in a way that will derail the goal: the need to learn what’s holding back their recommendation to others. Remember, the reasons they don’t recommend you are probably the reasons people leave.

Your backups are worthless

Last week, we discussed that business owners do a good job of protecting their business assets – except for work-in-process and data. While I could one-off any number of work-in-process situations, doing that in a vacuum isn’t particularly effective. I can, however, cover some common steps for making backups of your data that anyone can work from.

Backups don’t matter if…

Backups don’t matter if you can’t restore from them. That’s what makes them worthless. I once encountered a financial services client whose backup tape had not been written to for over five months. Meaning: They couldn’t have recovered any of the contracts, loan documents and other paperwork that had been processed for at least five months. Even worse, the tape was bad, so even the five month old backups were unusable. Their financial / account data was housed off-site, so it was not at risk. Even so, having no backups of those files could have put them at serious risk if a hardware failure occurred.

The take home: It’s important to check your backups to make sure they succeeded and to attempt a practice recovery on those files on a regular basis. If you can’t restore a backup, the time taken to make the backup is wasted and your business data is unprotected.

Don’t forget your website

While the next portion of this pertains specifically to WordPress, the steps and justification for the steps I’m about to recommend also apply to other web-based content systems – such as Drupal, Wix, Joomla, etc. These systems are popular because they allow you to build and maintain a nice site without an expensive custom programming job. According to research done by non-WordPress researchers, WordPress is used on 27% of web sites.

In February 2017, a WordPress bug related to their new REST API was fixed and rolled out. While WordPress fixed the bug quickly, they waited only a week after the bug fix was available before publicly revealing the details of the most severe part of the bug. Legit or otherwise, any delay in updating WordPress on sites that use it made a WordPress site subject to this hack. Within hours of revealing the previously mentioned details, the volume of hack attempts using this bug escalated into the millions of attempts over a few days. In a few days from Feb 6th through Feb 10th, over a million WordPress sites had been defaced. Fortunately, the defacing was easy to reverse.

While the flaw was on WordPress, it’s a painful reminder to keep your WordPress-based site updated. You can tell WordPress to auto-update itself, as well as themes and plugins. Despite the availability of auto-update functionality, only 37% of the many millions of WordPress sites are up to date, according to data published by WordPress.org.

In addition, replace or remove plugins that aren’t updated and tested regularly. Many once-popular plugins are no longer maintained. They may continue to work, but any security vulnerabilities in the plugin(s) won’t get fixed. Any security problems will be there until you stop using the plugin. Bottom line – Not worth the risk.

Finally, protect yourself against the cretins who do this kind of stuff. I recommend a combination of the free Sucuri security plugin and the paid WordFence plugin. The latter tool provides a flexible set of tools to block people from your site – including the ability to block users by country. If your business has no need to interact with folks from countries known to harbor hackers, then you can prevent most access by people in that country. “Most” because IP-based geolocation technology is dependable, but not 100% perfect.

Automated and off-site

As with most things of this nature, I suggest automation. There are a number of tools you can use to automate backups for your website, whether or not the site uses a content management system like WordPress. There’s no reason to make this yet another manual task you have to do each day. As I noted above, backups are worthless if you can’t restore from them. Be sure to test your ability to restore from the backups you’re taking.

Last but not least, take a copy of the data off-location or use an online service. If your building burns, the backup media was sitting on the computer won’t help you recover. Dealing with fire or theft is tough. Losing your business data only makes it worse.

Protecting traditional assets isn’t enough

Protecting traditional assets is one of the most important duties of a business owner. You’re constantly taking steps to deal with the need to protect and maintain your assets including buildings, cash flow, receivables, furniture/fixtures/equipment (FFE), etc. You have insurance, attorneys, maintenance contracts and any number of other processes, mechanisms and protections in place to sustain the value of the things you’ve invested in, and in some cases, to keep you out of trouble.

Yet despite all that effort and all that expense, I encounter at least one sizable business leaving themselves at significant risk… every single week. However, I don’t mean about FFE and other hard assets. There are at least two other assets worth protecting – and they’re as important as the ones you spend plenty of time, effort and money protecting. While you might be able to think of other assets that need protection, I’m speaking of work-in-process and data.

How do you protect work-in-process?

Every small business knows the pain of trying to get work out the door when they’re sick or an employee has to call in sick – or quits. The smallest of businesses, such as those with no staff, have to suck it up and deal with it. Sometimes this means having to tell their client(s) that they can’t deliver on the previously predicted schedule. Even when they deliver a little bit late, it plants a seed with that client that their vendor might unintentionally put them at risk by being unable to deliver at some random time in the future. If Murphy has his way, the timing won’t be ideal.

While many businesses do cross-training, the most resource-constrained ones struggle to make the time to do so. The resource-constrained small business isn’t the exception, it’s often the rule. While you might have plans in place when losing a “key employee”, that isn’t necessarily what causes the pain. It isn’t necessarily about losing your best welder, hairstylist, millwright, programmer, salesperson or finish carpenter. What gets hurt is what they’re doing when they depart, whether the departure is permanent or temporary. Do you have people sitting around who can simply step in and take over without missing a beat?

In most cases, that isn’t reasonable.

A salesperson who has been working a deal for months is tough to replace. They’ve established rapport with the decision makers. Starting over is likely to delay closing that deal. A hairstylist has the same kind of rapport and trust established with their 20 best clients. Your best welder may not be able to take over a job that someone was doing because they are backed up, or they aren’t used to working under water, or they can’t leave town to work due to their family situation. Your best programmer is unlikely to step in and immediately do their best work on code they’ve never seen on a subject matter they might know nothing about.

There isn’t a magic wand to these kinds of problems, only hard, important work. There’s documentation, cross-training and meetings (yay!). It probably seems normal to ask your best players what they’d recommend in these situations, but don’t forget to ask everyone else so nothing is missed. Who do they think can take over? Who needs to be cross-trained? What processes need to be excruciatingly documented? Talk about it and plan for it as best you can before the uncontrollable happens.

It’s time to treat data as one of your traditional assets

I see data at risk on a regular basis. The maintenance and protection of data and computing equipment is often left to the end user – who is all but certain to have no experience in such things, or will not have the tools (or time) to do the job. I regularly hear from businesses who were held hostage by ransomware, by systems with no anti-virus, or by hardware failure. Years back, I had a bank client that hadn’t backed up in over five months. How did I know? The ONE backup tape they had was dated five months earlier. It was damaged.

Can orders be filled without order data?

People ask me how often they should backup. I usually respond with “How much work can you afford to re-do?” It isn’t a flippant question. Can you afford to pay your staff to redo everything they did last week? Yesterday? The last two hours? What delay can you afford?

Photo credit Rita Willaert

Checklists delegate a process, not a task

One of the things that tends to plague solo business owners and managers in smaller companies is delegating complex tasks as the company grows. In “E-Myth” fashion, the owner and technician (whatever that means in your line of work) is faced with the choice of delegation or overwhelm as their company grows. Sometimes there are skills issues that slow this delegation, but I often find that the complexity of a simple (to the owner) task contributes to the challenge. Consider a task that is taken for granted by someone who has done it for years. Being able to take it for granted depends on experience and the benefit of having the mental version of muscle memory to perform these tasks. The delegating party doesn’t have to think hard to remember the steps, even if the steps are challenging, technical or difficult. Where things get interesting is when you delegate a technical task such as diagnosing a SQL problem.

Don’t worry if you don’t know what SQL is – it doesn’t matter. Replace my references to SQL with a relevant and challenging delegation subject. The subject can be any detailed topical area (technical or not) in your business, whether it’s international legal contracts, electronic ignitions or chainsaw chain sharpening. The WHAT doesn’t matter. The process is what we’re getting at.

Checklists build confidence

When I had to turn over some detailed SQL troubleshooting to folks who weren’t super experienced at SQL diagnosis, the area that tended to stop them wasn’t the individual tasks performed during diagnosis. The problem was determining (or knowing) which step to perform first… and why. This created a mental roadblock at first, even though these folks could perform each of the steps that I would perform while diagnosing a SQL problem. Their biggest challenge was not performing the troubleshooting tasks, it was knowing which tasks to do and in what order to perform them.

I solved this challenge (and some similar ones) with simple checklists. The solution is an obvious one to solve the roadblock that held up productive delegation of this work. Once I provided a checklist with some description of why I perform the steps at the time I perform them, things changed. Suddenly, I wasn’t getting questions about which step to try first, or “What should I try next?”. The checklists were taking the one remaining confusing thing off the table: What to do, when to do it and why to do it at that moment.

When you talk to someone who is experienced in diagnosing problems or performing similar tasks like this – they have an experience-based, innate sense of what to try first, next and next. While some of it is Occam’s razor, a good bit of what to do when comes from having been there before. The checklists helped fill a good bit of that experience gap simply by giving folks a sequence to follow even though it was simply sequencing tasks they already knew how to perform. Eventually, their own experience fills in the gaps and they start adding their own checklist steps and notes for why that step is next.

One of the things I noticed when providing a checklist is that the skills improved quickly once they had the list to follow. Rather than facing the blank page of “what do I do first” and the mental overhead that creates, these folks were using the checklist to help them learn the progression of steps. This eliminates the overhead and provides the mental headroom to improve their SQL skills while the checklist provides a framework or a process to work from.

Checklists – Not solely for the owner

The benefits of delegation checklists aren’t limited to owner / manager delegation. The often-missing (or incomplete) but sorely needed process documentation across the entire business is tough to get rolling. Rather than looking at it like the great American novel, start with what helps right now. Who has the next vacation? Who was recently out sick? Start with their tasks. Once you get rolling, it’ll be easier to step into the job and identity the types of tasks that demand a checklist. The priority of need for these checklists will start to become more apparent with each vacation, sick day and checklist creation.

Inauguration Week, a time to stay focused

I have written on this topic several times over the last 12 years: Inauguration Week. More specifically, what happens to the business world after Inauguration Day. When Bush 43 took over in 2001, there was hand wringing. Before Obama took over in 2009, there was hand wringing. And now, with Trump’s takeover days away, the sound of hands (w)ringing, toll yet again.

The problem? That new President-elect. “He / his policies / his party’s policies will ruin my business.” . Doesn’t matter which President-elect, even though it’s hard to imagine that the last three or four president-elects could be more different from one another. Even so, I hear the same refrain I’ve heard every four to eight years.

I can’t start a business with so-and-so / whichever party coming into power.

My business is in trouble with so-and-so / whichever party coming into power.

Sure, there is some impact

I don’t mean to say there won’t be some impact. This time around, like every time, there is likely to be some impact on the energy business, on taxes, on healthcare, etc. Thing is, they’re impacted seemingly all the time by legislation from both parties, by world events (war, finance, technology changes, OPEC) and more. Is the price of gas / diesel different than it was before Obama? Before Bush 43? Sure. And it will be pretty much every week for years until some point way off in the future when technology matures past the use of those fuels.

However, when it comes to most businesses, the impact is usually trivial and the concern overblown. How you serve your customers and how effectively you sell and market to them has a much bigger impact in most cases than anything some randomly chosen President can do.

Sure, there is a lot of change in Washington. There will be, as always, a lot of pieces moving around on the chess board, and there will be plenty of drama in the news. As there always is.

Little, if any, of this has anything to do with the success of your coffee shop, sandwich store, plumbing business, clothing store, software consultancy, etc.

Don’t let Inauguration Week and a new President distract you and your team. Stay focused on your plan and your goals.

Step away from the drama

There is plenty to look at in the news that can make you take your eye off the ball. Don’t let it win. There is plenty to distract and worry your employees and contractors. YOU have to maintain momentum and leadership. not the TV news. It’s your job to make sure your team doesn’t get distracted and lose confidence over whatever’s going on in the news.

Use all the change as a reason to refocus and stay focused. Use it to rally your team. Remind them that no President has ever had a dramatic effect on your business. Be sure they know that you believe that the group of people working there now will not be the one to allow this (or any) President to be the first to negatively impact your business.

I know this might seem silly to some, but the thought processes are out there. People are always worried about their future when these kinds of changes occur. It’s easy and the news doesn’t help.

You have a plan for the year, right?

I’m sure you have a plan for the year. We’re already halfway through January. Remind your team of where you are toward your January and 1st quarter targets. Given the lack of likely impact by the changes in DC, it’s an opportunity to show your team what early trends look like.

Your team and your market has had over two months since the election to settle down. If your business is down since that time, I hope you know why. It might be normal for this time of year. If it isn’t, determine the cause and share it with your team. The last thing they need is to let the belief that four or eight years of that is inevitable.

For the same reason, if your business is up over the last two months, be sure to explain why. Your team needs to know why and how their work is affecting results and not that something completely out of their control (like political change) is driving your business’s performance.

Keep them up to date on the plan, its progress and course corrections you’re making. Keep your eye (and theirs) on the ball.

My business is too small!

It may seem that the strategies and tactics we talk about here that are intended to improve your business might relate solely to bigger businesses. A company with lots of staff, a big office and plenty of cash can make these things happen easily, right? And these things apply only to those bigger companies, at least, that’s what you might be thinking. Thing is, that really isn’t true. If your first thought tends to be “my business is too small to do that“, give yourself a chance. Step back a bit and look deeper at what we’re trying to accomplish and let the complexity fade to the background. The key is to pan for gold: find the fundamental outcome that these discussions are about.

A small company will almost never implement things the same way a bigger one would. That doesn’t mean that the small company shouldn’t implement them. Both have the same fundamental needs, like more sales, better leads, faster delivery (or something), and so on.

For example, the discussion might be something that seems complex, like a marketing calendar or lead curation. Both of those things may seem like overkill for a small company – but neither of them are. If we drill down into what they’re trying to accomplish, I think that will become evident.

Let’s talk about what lead curation really is. Why? It’s a great example of one of these “bigger business” things can be implemented by a small, or even one person business… Even if you think “my business is too small”.

What is lead curation?

Leads come into your reach in different stages. They might be ready to buy. The late Chet Holmes said his experience showed that three percent of your market is always ready to buy. The other 97% might be researching, recently decided to investigate, may have determined that their existing solution isn’t doing what they need, and so on. Out of 100 or 100,000 leads, you will find natural groupings like this.

If someone is ready to buy, your sales team (even if the entire team is you) needs to know they’re ready so that someone can start a “ready to buy” conversation with that lead. If someone from your team (or you) have an early-in-the-process kind of conversation with them, you may lose them.

A lead who has recently started researching solutions like yours will likely be put off by a sales person who opens a “ready to buy” conversation. Someone else (or you, if there is no someone else) needs to have the kind of conversation with that lead that will help fulfill their research needs as it relates to your product. This might be the time to provide them with a comparison form (ie: buyer’s guide) that helps them make a purchase decision.

For each stage a lead is in, the conversation that the lead needs to have with your sales team (or you) is a conversation that helps them come to the conclusion that it’s time to move to the next stage. Bear in mind, they don’t necessarily think in these stages, but that doesn’t mean they don’t exist.

That is but one example of “something your business should do”. It’s a good example of something that a bigger company might have software or some sort of system to manage.

You may not have or need those things, but that doesn’t mean the process isn’t important to your success and growth.

“My business is too small for lead curation”

Based on this description of lead curation, it’s not a size thing. It’s all about having the right conversations with people based on where they are in the process of deciding to buy. The smallest company needs to do this – and in fact, the smallest companies are both awesome and horrible at this. You’ll either see them having the same conversation with every lead (horrible), or they will cater very specifically to each lead (awesome).

For a small business, figuring out how to perform lead curation and keep track of what has been done to move your leads through each stage of buying is still important. It isn’t important how the smallest of small businesses does this. It isn’t important how the bigger business does this. It isn’t important that the bigs and the smalls use the same tools or techniques.

What’s important is that it gets done.

Brainstorming your 2017 Business Roadmap

It’s a hair after five am on January 2nd. 2017 is barely underway. Have you started working through the first task on the detailed 2017 business roadmap that you painstakingly carved out last month? I’m referring to your checklist of all the things you want to get done to grow and improve your business this year. I suspect that list includes a number of tasks that execute on the strategies you worked out to improve your finances, marketing, sales process, and customer service – all while edging your way into adjacent markets, right? If that’s you, I hope you stay the course, crank through your roadmap and make some great things happen.

If that isn’t you and you’re beginning to consider what aspects of your business need your focus for 2017, maybe this 2017 business roadmap brainstorming discussion will help.

What’s your business roadmap expected to accomplish?

Without knowing your specific business, it’s tough to focus on the exact challenges you’re facing. So what do we do?

Experience tells me that you likely have one or more of these four things on your todo list for 2017:

  • Increase sales.
  • Reduce expenses.
  • Improve profitability.
  • Improve quality

While those are all good things to accomplish, let me first suggest that you nail down exactly what you want to accomplish with this list.

What does “Increase sales” mean to you? Does it mean double or 10x your sales? Does it mean sell one more car a day? Does it mean that each salesperson will sell $1000 more a week?

Until you decide what “increase sales” means, it’s going to be pretty hard to hit that goal. The same goes for each of these targets. Once you’ve decided, then there’s more drill down to plan each project that moves you to these goals.

You may tire of this process, but it’s exactly what you needĀ if you’re looking at a 2017 goals list that looks like the four item list above. You need to know how far (and where) you want to go and what is involved in producing with the increase you’re striving for. Not advisable: Wandering off in a goal’s general direction and hoping you’ll get there.

What’s hiding inside “Increase sales”?

As an example, the first item can and should be broken out into multiple goals even if each one of them isn’t applicable to your intent to triple sales:

  • Get new customers. (What kind of customers? From what lead sources?)
  • Keep more existing customers.
  • Sell more to existing customers (selling more frequently, selling more expensive things, or both.)
  • Find new products to sell to your customers. (things that make sense in the context of your relationship)
  • Find new services to sell to your customers. (ditto above)

These can be broken down as well. Drill down until each goal’s first step is obvious. You’ll have to delegate. Delegation won’t go well without specifics.

Now you have a bit of a template for breaking down annual goals so that you can start executing.

What’s involved in tripling sales?

Let’s say you sold $340,000 last year and you want to triple sales this year. A 300% increase is a tall order, but it isn’t impossible. The big question is “What makes this possible?”, because the effort is in the details.

If I ask for explicit details on what you need to do, you need to know what it’s going to take because there are resources that must be invested to make that kind of growth happen.

Let’s say you have two sales people and each of them sold $170,000. To hit $1.2 million, you’re either going to have to hire four additional sales people capable of selling $170k a year, or have your existing sales people work *at least* four times as hard, or some combination thereof.

But that’s not all.

Four more sales people will need four times the leads. Customer support will be affected by a 300% increase in sales, as will delivery, storage, accounting, supplies (and suppliers) and finances.

You need to think about exactly what it’s going to take, map it out and then start implementing your plans. Then you get to repeat the process for each goal.

Running off the roadmap

What if you miss a month? Or a quarter? How does that affect your execution of the impacted areas (service, delivery, etc)? Have a plan B figured out in advance so that you don’t have to figure out plan B while plan B is being executed. Last minute, panic or fear-driven planning seldom works out well. Think about contingencies for each aspect of your plan that has risk of failure. Communicate early and often if it happens.

Who on your team is wired for tough situations?

In every sport, a team’s best players want the ball when the game is on the line and nothing but an amazing performance will help their team win the game. Regardless of the potential cost to them personally, the risk of failure and the pressure of the moment, they take charge during tough situations.

In your business, you likely have staff members built the same way. These are typically the folks on your team who step up in tough situations, probably for the same reason. It’s how they’re wired.

How’d they get wired that way?

I haven’t ever explicitly asked someone what makes them “want the ball late in the 4th quarter” but I suspect they would answer one of two ways:

1) In the early / formative years of their career, they had responsibility thrust upon them by virtue of the work laid in front of them. As a result, they’re become accustomed to tough situations.

In this case, it’s a matter of training and familiarity. Once these situations become normal, their confidence in handling them grows over time to the point where stepping up is simply part of what they do. They don’t see it as a big deal because being the one who deals with these situations is just part of who they are. One of the things that gives them this confidence is time spent in tough situations in the past. Be sure to include your up-and-comers to participate and observe so that they also gain this experience.

2) Leaders and peers have always shown confidence in their ability to perform under pressure, under deadline and in other tough situations.

This demonstration of confidence comes in several forms. It shows in team members asking not simply how they can help, but by taking on specific tasks that they’re confident your “crisis players” can trust them to handle. It shows in leadership asking if they can help (and if so, how) rather than yielding to the temptation to check for progress so frequently that it becomes an interruption. It shows in everyone asking questions that provoke the team to think a little differently about the problem, and to question and discuss every assumption.

How do you find more people like that?

Ask.

Prepare interview questions that provide your candidates with the opportunity to explain their experiences during crisis situations. When your team nominates someone for an opening at your company, discuss your “interview crisis” questions with the nominating employee. Your goal: to gather their viewpoint of candidate’s ability to handle crisis situations, and their observations of the candidate’s behavior under pressure.

Here are a few generic examples that will help you create better, more specific questions that are more appropriate for your business: Would you want to work with this person when trying to solve a problem that threatens the life of the company? Why? What about this person’s behavior under pressure impresses or concerns you? How do the peers of this person react to this person’s crisis behavior?

How do you help in tough situations?

Ask any crisis player you know what kind of help they need most when dealing with these situations. It may take them a while to mentally step back through the process. This should encourage you to plan on a discussion after the crisis abates. It’s not unusual to have these meetings so that we can, as we are famous for, make sure this never happens again.

Reacting to what happened so that it doesn’t reoccur is important, but what’s desperately needed is getting a lot better at prevention. Ask your crisis players what would have averted this situation. Ask them if they saw this coming. Ask them who else saw the oncoming problem. Ask them who listened to those who raised the alarm and who didn’t. For that matter, did ANYONE listen?

You’re not asking for names so you can have a witch hunt, but so that you can identify those who see things before others do. Some people have a sense about these things and ask questions or notice issues long before others. These folks need to know that management has their back when they think they see something.

One way you help your existing crisis players is by identifying players in the making and by giving all of them the resources and ear they need.

Adding value to gathering feedback

Being obsessive about the customer-facing activity of your business requires some discussion about the company’s process for gathering feedback.

Ironically, these systems and processes for gathering feedback tend to be at their worst when the customer would benefit most from being heard. It isn’t much of a stretch to imagine that the process for responding to feedback typically trails a company’s collection of feedback.

Why is feedback broken?

Because feedback is a multi-faceted beast, it tends to be broken in any number of three ways, including these:

  • No one is collecting it.
  • Someone or something has made it incredibly difficult to share.
  • When it’s collected, it goes nowhere.
  • When it’s collected, it isn’t tracked (no source, no situation, no financial impact etc).
  • When action is taken on it, there’s no effort to follow up.
  • When action is taken on it, there’s no communication to the rest of your customers.
  • It isn’t used to improve the rest of the company.

Feedback has four parts

Feedback is a four part activity, so be sure that none of the pieces are broken.

The pieces are: Collection, Valuation, Action and Communication.

Collection is a matter of letting your customers be heard. Many times, simply giving them an outlet for their feedback will satisfy them. In some cases, people simply want to vent and may not care if you respond (you should). Finally, feedback often comes in the form of a suggestion, and in many of those cases, people don’t expect a response.

Collection is more than simply saying “Thanks, we got your comment”, but that should be the absolute minimum if that’s all you can manage. There’s always time to improve, since every day is a good time to improve something.

Valuation is an often ignored part of the collection process. It’s easy to take a complaint, tell someone you’re sorry and give them a coupon for next time (or some such), and then move on. Unfortunately, that wastes the value and opportunity that hides deep inside the feedback.

Valuation

Valuation assesses the feedback and its impact on your clients, and your company. For example, you may get feedback about certain things which only come from the customers who buy your most expensive products, but only during third shift on the weekends. The when and where both matter since many businesses function a bit differently during “off-hours” or non-prime shifts.

Sometimes feedback points out “reaching demand”, a client behavior (doing something, hiring someone and/or spending on something) that identifies a need that should become a part of your offering. Other times, feedback points out a failure point in a product or service that needs attention. It could be about quality and workmanship, or a lack of clarity in marketing materials or sales processes that creates a disconnect between expectations and reality.

Valuation helps you assess what parts of the company can be improved by the feedback, beyond the context of the complaint.

Taking action

If your company’s feedback loop ends at “Sorry, here’s a coupon for next time“, who misses out the most? Your management team.

That eliminates an opportunity to take a high-level view of the problem for further action. Nordstrom is famous for its empowerment of employees to make things right in these situation, and their feedback loop doesn’t stop at the employee.

While these complaints might seem to be “employee failure alerts” that a line employee might want to hide from their manager, they often point out where management needs to provide better support and/or infrastructure to their staff.

Without complaint awareness, it can be difficult for managers to see trends that (going back to valuation) can be incredibly wasteful and expensive. This is particularly true when there are lots of part-time people involved across changing shifts – negating the ability to see such trends.

Communication

Many times when you file a complaint, you get a response indicating that the company isn’t staffed to respond personally to each complaint. If you can respond to each one, I suggest doing so. If you have thousands of clients and get a lot of feedback, it can be overwhelming to respond individually.

However, individual responses can often be avoided if you respond in a way that serves many. Use your website, email list or text subscriber list to discuss complaint resolution, including the actions taken. Share internally with your team as well.