One of the hardest things I’ve encountered over my years in business is getting people to commit to things. It could be a firm time for a meeting. It could be a deadline. I’ve found that people are often unwilling or unable to lock in firm dates and times. Maybe they have a fear of commitment or maybe they just want to maintain flexibility in their schedules.
Once you can get someone to make a commitment to you, it affects their actions going forward. Those actions have to become consistent with the commitment they’ve made to you, whether it’s finishing a report or making a decision about something or even just arranging their calendars to fit their appointment with you. That refocus is a good thing, so what can we do to encourage people to make those commitments?
One thing I’m finding helpful is allowing and encouraging people to book their own meetings with me. I use one of the online calendar services and I am finding that one I can get people to lock in a time to talk they rarely blow off the meeting. They usually go back and change the time via the calendar, which is a lot better than a no-show. By the way, if you want to set up a meeting with me to chat about franchises or other consulting, you can click this link.
I think the best thing you can do to get people to buy in and commit to you on something is to remember that they will only do so when it’s apparent to them that you’re following their agenda. Your reasons don’t matter. You need to make sure they know you’re asking for their time and energy because you’re solving their problem. If they commit, what’s the win for them? I try to make that clear to them before I seek to lock them into anything.
How well do you secure peoples’ commitments? Are you making it clear to them that you’re asking for that commitment for THEIR reasons and not yours?
As I mentioned in this space a few weeks back, I’ve begun a new line of consulting involving matching people who are looking to take charge of their business lives and invest in a franchise of some sort with the right franchise for them. So far it’s been interesting work and today I’d like to share a few things I’ve found in this work that I think are applicable to other businesses. By the way, if you’re one of those people who want to be a corporation of one, click here to check out how I can help (end of gratuitous self-promotion).
Many of the things that come up are points that apply when you’re hiring or interviewing for a position yourself. The first is that of shared beliefs. Nearly every franchise gives me a listing of what their ideal candidate looks like. In many cases, they’re not looking at a technical skill set. You can be taught how to refinish a countertop or to run an afterschool program. Instead, I see things such as “belief in helping a community of learners” or “possess a passion to own a senior-focused care company that largely stems from personal experience caring for others.” You can’t teach those things. When you’re hiring, ask yourself if you’re more interested in someone who knows Excel inside and out or someone who will be a supportive member of your team and play nicely with the other kids in the sandbox. I always opt for the latter since I can teach the former.
Another thing that comes up a lot is that of a franchise’s record of success. How well does their system work? What are the financial results that prove it? If you’re looking to take a job because it’s more money, you’re overlooking the fact that the company may be hiring because people are leaving a sinking ship. How long have the current employees been there? Have they come up through the ranks? Why have people left? It’s relatively simple to find out how a company is doing, both from a financial and an employee-relations perspective. Take the time to find out. A larger paycheck is of lesser value if you’re miserable every day.
Finally, I try to help the candidate set realistic expectations about what their prospective business will be about. Very few people like surprises in business. Don’t oversell the job or the company if you’re hiring. Hopefully, you have a great story to tell and you should let the facts and track record speak for themselves. Keep the promises you make. If your expectations don’t align with the company’s or the candidate’s, there’s going to be a massive problem.
I always remind candidates that franchises are awarded, not sold. It’s a mutual job interview, not a business for sale off a shelf to anyone with the resources to invest. Your staff and your career should be treated the same way, don’t you think?
I’m going to tell you a secret about me. I’m a bit of a weather freak. I check the weather multiple times a day and I rarely miss the weather segment on the 11PM news. If I ever meet Jim Cantore, I’m going to shake his hand and run like hell since disaster is on the way.
I have a favorite weatherperson, but he’s my favorite for a reason you might not have thought about and he also teaches us something about being a great manager. Why I love this guy is simple. He doesn’t just explain the “what” of weather. He explains the “why” as well.
All weather folks tell you the forecast. They let you know if it’s going to rain or freeze or be gloriously sunny. That’s the “what.” Very few, however, will explain to you about water vapor levels and what looking at the infrared satellite view and the radar can tell you about what’s going on in the atmosphere. That’s the “why.” Great managers do the same thing. They don’t just tell their team what they want to be done. They also explain why they want it done and how it fits into the bigger scheme of things. It’s more like telling a story than it is just stating a fact (in the case of weather) or issuing a command (in the case of managing).
I’ll admit that I sometimes used to put the “what” before the “why” as a manager, particularly when there was an emergency situation. That’s a weak excuse, frankly. It doesn’t take more than an extra minute to preface the what with a why and then add on a “how” for good measure. Even in most crisis situations, there is an extra minute to do that, and it often results in a better result and a more united team as the crisis is conquered.
When you watch your weather tonight, listen for the “why.” Do the same to yourself as you’re asking your team for help. Do you hear the “why”?
One thing I learned after I began managing people many decades ago is that even though it’s called “work,” it doesn’t have to seem that way all the time. Since I was still pretty young (24) when I got my first managerial responsibility, I still placed a good deal of emphasis on having fun as well as getting the work done. In fact, most of the time when problems arose it was because I had failed to act in a way that would be how I would want my boss to act or that I’d forgotten that for most people, work is what they do and not who they are. Let me explain why remembering to have fun is just as important as remembering to get things done.
I felt I was running a benevolent dictatorship. What I mean is that most decisions were mine because I bore the responsibility for them to the powers that be whether I had made them or not. However, I rarely took those decisions in a vacuum. I got input from my team and always encouraged them to voice their opinions. They knew that I might not decide to do things the way that they wanted but that I’d listened and considered their thinking on the matter.
That’s part of having fun. It’s letting every member of the team feel valued. It’s taking what we were doing together seriously but not taking ourselves so seriously. I read somewhere that great leaders are ambassadors of happy. I like that, especially since I’ve worked for a few bosses to whom “happy” and “staff” were never words that intersected.
People have fun when they know what to expect from their leader. When leaders make a conscious effort to have fun, whether via silly signs or self-deprecating humor or through the constant appreciation of the good work of each person on the team. That’s when “work” becomes a place that’s a lot more than a job or a paycheck. Ask yourself, “are we having fun yet?” Ask your team too. Are you? Are they?
This Foodie Friday sees us trying to answer the all-important question about whether to tip on the pre- or post-tax amount of the check. I suppose in some ways this falls into the category of “is a hot dog a sandwich?” but it has practical implications for the people on the receiving end of those tips, your waitstaff.
The thought for this was put in my head by an ongoing column on The Takeout, called Ask The Salty Waitress. Rather than getting caught up in the philosophical arguments for and against tipping off the taxed amount, she does something that I have often urged people in business to do: look at the practical and not at the hypothetical. She takes us through the math of the financial implications of tipping each way. In the end, it amount s to a $2 difference in a high tax area on a $100 check. Her feeling – and mine – is that the $2 probably means a lot more to the tippee that to the person eating out in a nice place.
This happens in business all the time. I’ve seen dozens of times when a meeting devolves into a heated argument over something in a contract. Everyone is standing on their principles but neglecting the real world. Often, when you can get the meeting to focus on the actual differences of conceding a point and getting something done vs. standing on principle and prolonging the discussion, the actual differences are actually pretty insubstantial, like the $2 tip.
Call me a pragmatist or call me someone who prefers to spend his time on things that warrant it, but my first instinct is always to figure out what the real outcomes are. If the result of taking either path is to have you end up in pretty much the same place then I’m taking the path of least resistance. You?
One more bit of thinking today as Hurricane Florence approaches the Carolinas. While it’s easy to see the eye of the storm in the satellite photos, the message here on the ground is that there is no “I”. Let me explain and tell you why it’s relevant to your business as well.
Riding this thing out seems to be a communal effort here. My neighborhood has a closed Facebook group and it’s been overwhelmed with offers from neighbors offering to help one another with everything from cleaning up yard waste to clearing storm drains to fixing generators. There are constant reports of where there is bottled water or gas available to buy (both are hard to find) as stores’ stocks are replenished. In short, while everyone is looking after their own storm prep, they’re doing so with an eye to the community as a whole.
That’s something that gets lost in business sometimes. Each of us is very focused on our own success and we sometimes lose track of the whole. I don’t just mean the entire enterprise (how well is the business doing) but also of our co-workers (how well are the people doing). Too many of us are selfish. We spend time self-promoting. We try to climb over others on our way up the ladder, not recognizing that doing so creates the envy and resentment that can poison an organization.
The truth is that while of course business is competitive, at its best it’s also collaborative. You can’t succeed, either as an individual or as a business, without the trust and support of others.
We’ll get through this storm just as we did the last one. That, in part, will be due to good preparation and help from one another. As with the storms that happen in business, it’s much better than trying to ride it out alone, don’t you think?