Passion, People and Principles
post # 239 — November 14, 2006 — a Careers post
In a previous blog post discussion on avoiding negativity, it was suggested we start a series of posts called “Solve This†where we invite everyone reading this to pitch in and offer real-world, practical advice to solve a particular situation.
Here’s one to get us started.
In the “Are You Having Fun Yet†chapter of my book TRUE PROFESSIONALISM I reported on a survey I have done for more than twenty years around the world. I ask people what percent of their work they would put in the “I love this†category versus “It’s OK It’s what I do for a living. It doesn’t excite me.†There’s also a third category called “I hate this part of my work life.â€
I also ask people what percent of their clients they would put in the category “I REALLY like these people I serve and find their sector fascinating†(as opposed to: “It’s OK, I can tolerate them.â€) The third category here is “By my taste, they’re idiots in boring businesses.â€
The “typical†answers I am given (by people at all levels) are about 20-30% for “I love this†work, 60% for “can tolerate it†and 10-20% for “it’s junk.†On the client questions, typical numbers are 10-60-30. (I’m not making this up. By and large, people don’t REALLY like those they serve, bosses or clients.)
My message has always been that these are depressingly low numbers – I don’t want to spend the majority of my life doing tolerable stuff for tolerable people just because they pay me. I’m going to work to change that!
One young person wrote in to ask: “People will wonder what your message is if they really cannot find favorable numbers where they currently work, or at least on the tasks they are currently assigned to. Can someone in a junior position influence the flow of tasks that he / she is assigned so as to increase the proportion that is stimulating? What can a junior person do?â€
Some obvious first thoughts:
- Build RELATIONSHIPS WITH POWER PLAYERS who can get you in the flow of work you would prefer to what you are doing now? (Go be helpful to someone.)
- VOLUNTEER for challenging activities so you can say “No, sorry, I’m too busy, when the bad assignments come along?â€
- PROPOSE and INITIATE suggestions for innovative projects that will get you assigned to things you would like to do?
- TALK to those who are currently doing the work you aiming for in order to find out if it truly is as satisfying as you think it is?
- Talk with OTHER STAFF MEMBERS in your firm, to find out which senior people you can learn from and which ones will just exploit you and dump you?
- Go get friendly with CLIENT PERSONNEL. Any client intelligence you can pick up and bring back will mark you out as a go-getter, and it mike lead to more work for your organization.
Alright, everybody, we’ve all been juniors in an organization at one time or another, so let’s help. How do you get more of the interesting work and avoid getting stuck on the dull stuff? What’s YOUR top 3, 4, or 5 suggestions to an individual at the lower levels of an organization that would help him / her bring about a better future for him / herself?
post # 238 — November 13, 2006 — a Managing post
Following up on the previous post I published today about my latest podcast episode, I would like to get a discussion going about professionalism: what it is, and how you can/should treat others to elicit it in them.
The podcast (and the book chapter it was taken from), suggests that professionalism is when people:
- Take pride in their work, and show a personal commitment to quality;
- Reach out for responsibility;
- Anticipate, and don’t wait to be told what to do -they show initiative;
- Do whatever it takes to get the job done;
- Get involved and don’t just stick to their assigned role;
- Are always looking for ways to make things easier for those they serve;
- Are eager to learn as much as they can about the business of those they serve;
- Really listen to the needs of those they serve;
- Learn to understand and think like those they serve so they can represent them when they are not there;
- Are team players;
- Can be trusted with confidences;
- Are honest, trustworthy and loyal; and
- Are open to constructive critiques on how to improve.
Julie MacDonald O’Leary, who began as my secretary and who was my business manager for seventeen years commented (in the book, TRUE PROFESSIONALISM):
Professional is not a label you give yourself – it’s a description you hope others will apply to you. You do the best you can as a matter of self-respect. Having self-respect is the key to earning respect and trust from others. If you want to be trusted and respected you have to earn it. These behaviors lead to job fulfillment. The question should really be, “Why wouldn’t someone want to do this?” If someone takes a job, or starts a career worrying about what’s in it for them, looking to do just enough to get by, or being purely self-serving in their performance—they will go nowhere. Even if they manage to excel through the ranks as good technicians—they will not be happy in what they are doing. The work will be boring, aggravating, tiresome and a drag.
When asked what brought out the professionalism in others, Julie observed:
- Remember to show appreciation to the one who has taken that extra step or surprised you with an exceptional performance. This will breed more enthusiasm and more good work.
- Don’t be afraid to give people ever more responsible assignments – trust them – and if it doesn’t come out perfect, let them try again after you’ve given them some pointers. Everyone likes a challenge.
- Get people involved. Share reports, conversations, information about competitors and, clients, etc., so that everyone can see the big picture and how they fit into it.
- Constructive critiques are one of the most powerful learning tools available to the employee. Take the time to help people learn – not as a matter of performance appraisal, nor an issue of compensation, but simply as a sincere desire to help them improve.
- Don’t promote teamwork and then only recognize the captain. Make sure recognition is given to everyone in some way – it doesn’t have to be money – it can be as simple as saying “Well done. Take a friend to lunch – it’s on me.”
- Work hard to make people feel part of what’s going on.
What’s your view? What would you add to the characteristics of what a “real professional†does, and what do you think is the best way to create and elicit these attitudes and behaviors in others?
post # 237 — — a General post
What is professionalism? How do you achieve it yourself, and how do you manage in order to elicit it in others?
What, for example, does it mean to be a great secretary, compared only to being a good one? The answers will influence how we traditionally think of professionalism. It’s not just applicable to those with advanced degrees.
Are you a real professional or just a highly-paid technician?
This second episode in my Career Development podcast series, entitled “Real Professionalism” is all about the difference between being just a technician and being a true professional, including:
- the key attitudes and character traits that make a true professional;
- the difference between real professionalism and self-interested professionals;
- what managers can do to cultivate professionalism.
My Business Masterclass seminars are always downloadable at no cost. You can download “Real Professionalism” or sign up to receive new seminars automatically by subscribing to my Business Masterclass podcast series with iTunes or other podcast players. (Click here for step-by-step instructions on how to subscribe.)
post # 236 — November 9, 2006 — a General post
I’m doing something on this blog that I don’t like, and I think many of you are doing it too. We’re criticizing way too much, pointing out the flaws in other people.
If you look at some of the topics I have initiated here on this blog in recent weeks (or even months,) I have encouraged discussion of the flaws of managers, consultants, marketing people, lawyers, trainers. I’m getting good at pointing out what’s wrong with the world (and most of you are too). I think the comments have been largely accurate and fair, but taken together, an unfortunate pattern is emerging — ‘let’s talk about what’s wrong with OTHER people.’
I don’t think it’s me alone that’s doing this. When you go visit other blogs, you see lots of criticism, complaints, cynicism and skepticism. You only see a very little praise and celebration of successes, triumphs and things done right. For every blog post or comment illustrating excellence, creativity, trustworthiness or professionalism, there are multiples bemoaning the lack of these things.
Quite honestly, I’m getting a little depressed by my – our? – negative tone. My message in my writings has always meant to have an optimistic one: true professionalism wins, you can have high standards and still get rich, quality beats volume, trustworthy behavior leads to greater riches as well as personal self-worth, treat people with respect and they’ll repay you with their trust and loyalty.
But somehow I’ve drifted here on this blog, and so have many of you. Actually, it’s largely true of the blogosphere in general — more blogs are iconoclastic in the true sense of that word — ‘tearing down’ the powerful or prominent – and very proportionately fewer are about building up useful knowledge, ideas, tips, insights.
Now, I must rush to point out the paradox of these past few sentences. I’m complaining about complaining! Being negative about being negative! (Seductive isn’t it?)
There’s a lot more to say on this, but the first topic of discussion for you all is:
a) Are we all becoming too negative (cynical, skeptical)?
b) Why?
c) Is it worse on the blogosphere than in real life, or is it a reflection of real life?
d) Is it about like it always was, or is it getting worse?
post # 235 — November 8, 2006 — a Careers, General post
Starting today, I am launching a new podcast series focusing on how to build your career as part of my Business Masterclass podcasts.
The career development series will cover topics relevant to success on every rung of the career ladder, including:
- Drive and determination
- Real professionalism
- How to create a work life filled with what you enjoy doing
- Making job choices
- Investing in self development
- Building friendship skills
- Learning to earn trust and build relationships
- Beginning to learn how to manage others
- And many other subjects
As with my previous series on Marketing, Managing and Strategy, this series provides the opportunity to present to you some of my earlier work integrated with new thinking into a new narrative flow.
The first seminar in the series is entitled “It’s Not How Good You Are, but How Much You Want It.†It tells the story how my writing and consulting career “happened” and what I learned from those experiences — along with specific takeaway lessons to develop your own career.
My Business Masterclass audio seminars are always downloadable at no cost. You can download “It’s Not How Good You Are, but How Much You Want It†or sign up to receive new seminars automatically by subscribing to my Business Masterclass podcast series with iTunes or other podcast players. (Click here for step-by-step instructions on how to subscribe.)
post # 234 — November 7, 2006 — a Managing post
In “White Christmas†(the movie with Bing Crosby and Danny Kaye), the plot turns on the loyalty that the troops felt towards their leader, General Waverly, even long after the war had ended. “He ate only after we ate,” Bing’s character said, “He slept only after we slept.â€
Back in July, I wrote a blog post about Jay Bertram, president of the Toronto office of TBWA, the global advertising agency, who asked all his people to evaluate him as a manager and announced to all his staff that if he did not improve in their ratings – by 20 percent within one year—he would resign!
I have now written a full article explaining the case for doing precisely that. It has been published by ChangeThis and is called “Accountability: Effective Managers Go First.”
It makes the case why effective managers must run a process that:
- Clarifies their role
- Gives them feedback
- Demonstrates the crucial principle of commitment to continuous improvement and
- Reduces the emotional distance between “us” and “them”
By the way, if you don’t know it, ChangeThis is a unique online magazine, inspired by Seth Godin and run by 800-CEO-READ, with an editorial board dedicated to what they call “thoughtful, rational, constructive arguments about important issues.” Their contributor list includes Tom Peters, Guy Kawaski, and Malcolm Gladwell. Earlier this year they also published my article “Strategy and the Fat Smoker.”
Back to our topic: I’ve asked this before on this blog, but I have no apology for asking again: Do any of you have examples of managers who led by force of personal example and willingness to go first? Managers who have been prepared to be personally accountable for their role?
post # 233 — November 6, 2006 — a Managing post
Recently I had the privilege of participating in a workshop in Denmark on the topic of innovation in professional services. It was organized by Stefan Lindegaard, who has been responsible before for bringing me to
Denmark and organizing conferences for me. (Thanks, Stefan, keep up the good work!)
On Stefan’s November 2 blog post, he summarises the results of our discussions on innovation. They included:
• Most firms (and individuals) have lots of innovative ideas — that’s not the shortage. Rather, the problem is lack of follow-through in diverting the time away from current production to get the innovative projects done. At the individual and organizational level, we just forgive ourselves for not investing in our future — especially if the reason we are able to give is that we “made more sausages†(ie increased current production.)
• To get more innovation going in a professional environment, you need to pull, not push. The truth is that people do things for themselves, not for the glory of the company. So, you need to find out what innovative experiments people would want to pursue for their own reasons, and figure out which ones would benefit the company most if they worked out.
• Messy, self-selected teams or networks are better at driving change and innovation than teams hand-picked by top management. Stefan points out that, in many organizations, there is a tendency to keep teams going forever. He says you need to dissolve teams of all kinds when a mission is accomplished and then form new teams or networks for new missions.
• Innovation wins through its portfolio of experiments, not by being super-geniuses at spotting in advance the one that is going to work. So, you need to stimulate a large number of experiments.
• Start out with small innovation projects that have a chance to pay off early — small scale, quick payback projects. Get the early wins. They will help build the confidence, change the culture and over time create a larger and longer-lasting impact.
Stefan reports on more lessons than these, and I’d recommend looking at other posts on his blog if innovation is your interest.
And it should be. One of the first lessons I was taught at business school was: “Most innovations fail, but companies that don’t innovate die.†The same is true for individual careers.
What have you tried in the past three months that gave you a shot at building your capabilities? What plans do you have for the next three months to try something radically different?
I really want to know. Let’s share here. What experiments are you trying? I’m not asking you to betray confidences and give away your secrets — just help others in this community, as individuals or in firms, get better at innovating.
What’s working to stimulate innovation where you work?
post # 232 — November 4, 2006 — a General post
Here are the Top 5 most popular posts of the month. How Did You Lose Your Innocence?
I’m really interested: What (specifically) happened to you that made you lose your innocence about how business (or academia) was run? Guns for Hire
Do all firms have to end up just as gun for hire, doing it for anyone who will pay? If not, how does an organization avoid it?
Value Pricing
For each of thus, whether we are individuals or large firms, our challenge is “How do I make myself special, in ways that clients value?â€
It’s THEIR Fault
At some point, when I am doing what I was hired to do and explaining how the people in my audience could perform their roles better, someone always sticks their hand up and says: “It’s not us, it’s them!â€
What do Consultants Know?
As consultants, many of us give advice on things we were not trained in, and do not actually have ‘proof’ that what we advise is correct. We know less than people think we know.
Thank you to everyone who contributed to these stimulating discussions.
If you still have ideas or opinions to add in to these or any other discussions on the blog, please join in!
post # 231 — November 3, 2006 — a Client Relations post
In recent weeks, two bloggers have raised a related and important question. Do marketers, particularly those in professional businesses, actually know anything?
Suzanne Lowe (Expertise Marketing) recently wrote
I have spent a career helping professional service firms market their experts and their collective expertise. But I have yet to hear a single person refer to their MARKETERS as experts. Do we marketers have any idea what makes one marketer more expert than the other? It’s intriguing to imagine that we could do better at identifying our hoped-for marketing team members if we thought more critically about what it takes to be a professional services marketing expert (especially since we often end up scrambling for just the right marketing talent, and we often end up settling for someone who has simply got the right number of notches on his or her marketing belt).
The amazing Seth Godin had a related post about this on October 17. He said:
Marketers and designers will be quick to tell you that marketing and design are critical to the success of any venture. That’s why it’s so sad/disturbing/surprising/wonderful to discover that so many successful ventures were created by amateurs. Yes, they were professionals at something …but the marketing and design was not created by a ‘professional’. The list is long, and runs from the Boy Scouts to Google, from Nike to the New York Yankees. One possible lesson is that marketing is easy. The other, more likely lesson is that marketing is way too important to be left to professionals.).
It doesn’t impugn the good intentions (or talents) of marketing directors in professional businesses to point out that, in fact, we probably KNOW very little about what works in professional firm marketing that we didn’t know 20 years ago. There’s a little bit more accumulated experience and wisdom, but not much.
Most of the advice given today (publicly and inside firms) is the same (sensible) advice that was flying around back then. If you want to check that, go back and look at the trade magazine articles in each profession concerning marketing. You’ll see the same recommendations then as you still do. Or read the old books and the new books.
My own tentative hypothesis is that professional business marketers (and consultants) probably know quite a bit about the processes of marketing (listen to your clients, get feedback, build relationships, form client teams, manage media relations, etc.) But I suspect we actually know very little about marketing itself, ie major breakthroughs in positioning, actually achieving differentiation and branding (as opposed to claiming it.)
Thinking back, I don’t know what I would point to as a major MARKETING achievements in the professional world. Just as Seth Godin has pointed, I can think of many professional businesses built by the professionals themselves (i.e. the marketing amateurs), but it’s very unclear (at least from the outside) what the marketing professionals contributed.
I’m not sure what I would offer as evidence of marketing experts at work. For example, I know a lot of firms have worked at improving client service and a lot of copies of my TRUSTED ADVISOR book have been bought and circulated, but I don’t know which firms if any to nominate as having pulled off a distinctive client service strategy. I know a lot who have tried, but few to nominate as successes and evidence of a real expert at work.
It’s clear internal marketers have helped with various marketing processes (client feedback, media relations, sales training.) But I don’t think these would qualify for Suzanne, Seth (or me) as examples of “innovative, creative experts†at work.
At the other end of marketing, what are we to make of advertising? It is astounding the commitment and dollars that Accenture is showing to its Tiger Woods ads and they are VERY creative and appealing, but is there any evidence that they are working? How come none of their IT or BPO competitors are copying them? Does that prove Accenture are marketing geniuses or marketing idiots?
In other professional businesses, others are beginning to dabble with advetising. For example, two nights ago I was surprised to see a TV ad for accounting firm Grant Thornton during the evening news. Courageous and innovative? Probably. It hasn’t been tried often, and the precedents are unfortunate. Brobeck, the aggressive Californian law firm did the same thing just before the tech bubble burst and the firm imploded out of existence.
One way that we could begin the discussion here is to ask the questions in a slightly different way. If we (please) exclude boasting about our own firms, our own accomplishments (or our own writing and consulting advice),
a) what would you point to as EVIDENCE that an expert, creative marketing advisor has made a real difference in a professional business?
b) what would you point to as the MARKETING successes in professional businesses over the past 20 years?
post # 230 — November 2, 2006 — a General post
A simplified Chinese translation of my book FIRST AMONG EQUALS (co-authored with Parick McKenna) has been published by China Citic Press (ISBN: 7-5086-0633-7/F. 1019)
