What Is Our Leadership Role In Service Recovery?

by Elisa SpainNo Comments

I recently had a small remodeling job in my home that, despite excellent intentions on the part of the provider, did not go well. This project failure got me thinking about service recovery and what exactly that means. I have also come to realize that the definition may be different, depending on whether you sit on the customer side or on the provider side. After all, where we stand is always based on where we sit.

Most of us, as leaders, focus our attention on getting things done right the first time. In manufacturing, error rates are measured down to the level of “six sigma”. While excellence in delivery is an appropriate goal for high performing companies, even high performing companies make mistakes. And for me, true excellence is reflected in what happens next. In short, true excellence shows up when service recovery is required.

In my experience, what the customer wants falls into two parts, acknowledgement of the error and assurance that the provider will find a solution to the problem.

What often happens looks more like this…

  • Instead of acknowledging there was an error, the customer contact person seeks to explain the problem. Sometimes this effort to explain may appear to the customer as avoidance or worst case, blaming the customer.
  • Instead of seeking to find a solution to the problem, the customer contact person may simply abdicate. Sometimes, in a true effort to please the customer, the rep leaves the problem solving to the customer, and simply says, “tell me what you want and I will do it”.

Our folks who are in front of customers all the time are faced with service recovery situations frequently. Most excellent companies train their people to do it right, and employ good quality control measures to ensure this outcome. These same companies also train their people to “give good customer service” when a problem arises. As a result, when there is a small product or service failure, the contact person can successfully diffuse and handle the situation themselves. In fact, lots has been written about empowering customer facing staff to recover, and many companies employ these techniques. Examples include “try me” items at Whole Foods, to the much quoted “Ritz Carlton way”.

Sometimes though, the failure to perform is significant both in terms of dollars and customer satisfaction. It is in these situations that excellent companies have an escalation process, perhaps even a task force to resolve the situations. For me, this represents true excellence for two reasons. First, the customer feels valued and feels assured that the problem will be solved. And, equally important, the line person has support in resolving the problem.

I leave you with these two questions:

  • What is your escalation process when a significant failure to deliver happens? Are you or someone from your leadership team notified immediately?
  • Have you defined “significant” so that your line folks know the situations they can and should handle themselves and the ones that they need to escalate?

Why Vistage Works

Elisa K. Spain

 

Of Course I Embrace Diversity

by Elisa Spain1 Comment

How often do we hear people say that they embrace diversity, and then behave another way? As Ralph Waldo Emerson was fond of saying, “What you do speaks so loudly, I can’t hear what you say”.

My sense is this happens because most of the time embracing diversity is easy. It’s not when folks are different from us that we are challenged, it’s when folks do something different that it becomes difficult.

As leaders, it is our job to create an environment that is accepting of everyone on the team so that the common organizational goals can be met. At the same time, in these polarized times, leaders are increasingly finding team members looking for those “doing differences” rather than looking for what they share simply by virtue of being human.

The questions that come to mind for me are:

  • how do we both set aside our differences, and at the same time embrace them, so that our organizations benefit from the broader thinking that diversity brings?
  • how do we know when to confront behavior that seems in conflict with our stated goals, or when to leave it be, because the behavior is simply based on life differences rather true conflict?

Why Vistage Works

Elisa K. Spain

Whose Responsibility Is It?

by Elisa SpainNo Comments

I am one of those people with what I call an ‘overdeveloped sense of responsibility’. And, I am working on this. What I have learned over the years is when “we” are responsible, rather than “I” am responsible, we all get to a better outcome. As part of my work as a Vistage Chair, I lead peer group meetings. Sometimes these meetings are outstanding and sometimes not. It’s easy as a leader to fall into the trap of telling myself I did a good job when they go well and blaming myself when they don’t.

And, what I have learned is fantastic days are the ones where everyone is engaged in creating a best day. And the ‘not so good days’ are the ones where something is going awry and no one says anything. Perhaps the silence comes from a place of respect for the leader; after all it is “their meeting”, its up to them to “fix it”. And when there is a series of “it’s up to him or her or them to fix it”, we can easily go from a ‘not so good meeting’, to a ‘not so good day’ or week and ultimately a ‘not so good outcome’ for the business.

All of us have the opportunity to be both leaders and followers in our daily lives. And sometimes we need to step up and take a leadership role in the moment, even when we are not the official leader. The next time you are in one of these moments, here are a few questions to consider as you perform a cost/benefit analysis of the situation:

  1. If something is amiss in a meeting or a moment, and I stay silent, what is the potential cost to me, the group or the company?
  2. If something is amiss and I speak up, what is the potential cost to me, the group or the company?
  3. In a fair and bold cost/benefit analysis, what is the best and boldest choice for me to make?

Why Vistage Works

Elisa K. Spain

How To Recharge Yourself And Your Strategic Plan

by Elisa SpainNo Comments

What if we simply accept August as the time to recharge our batteries, then get a jump-start on strategic planning for next year?  This week’s blog post appears on Executive Street Blog. Please click this link to view it.

To the Greeks and Romans, the “dog days” occurred in late July, when Sirius appeared to rise just before the sun. They referred to those days as the hottest time of the year, a period that could bring fever or even catastrophe.

Today we think of dog days as the time of the year marked by lethargy and often inactivity. Here’s another spin: What if we were simply to accept August as the time to recharge? And then once our batteries are charged, get a jump-start on strategic planning for next year?

All of us possess an inner reservoir of positive energy. It is this positive energy that enables us to move forward. And the human body, like all other energy-powered machines, needs to be charged regularly.

Most of us think of recharging as taking time off. For some, time off means long walks. For others, it means sitting by the beach. Still others look for adventure. All of these methods give the body an opportunity to recharge.

And what about recharging the mind? Is it possible to recharge both the mind and the body at the same time? And, like everything else, is there a benefit to being intentional?

For me, recharging the mind comes from learning. Sometimes it’s reading about leaders that inspire me, sometimes it’s watching a Ted Talk on a topic totally outside what I know and see daily. Taking this journey outside the norm gives me a new perspective and the ability to ask better questions of my clients as they plan for the coming year.

Find your source of inspiration. Become intentional about recharging during these dog days of August.

In Beyond Business • Tagged ,

Why Vistage Works

Elisa K. Spain

Did I Delegate Or Did I Abdicate?

by Elisa SpainNo Comments

Most of us who have been in leadership roles for awhile understand the importance of delegating. It’s simply a matter of leverage; the more we delegate, the more gets done.

And… sometimes we get confused. We think we are delegating, when in fact, we are abdicating. What’s the difference?

Delegate: entrust (a task or responsibility) to another person

Abdicate: to fail to do what is required by (a duty or responsibility)

For me, one question defines the difference:

At what point in the process will I know if my expectations were met?

If the answer is, at the end, or maybe not until there is a serious problem or a disaster, we have abdicated not delegated.

Hmm… guess that means if my intention is to delegate, I must take the following 5 actions:

  1. Clearly outline my expectations
  2. Check-in to see if my expectations were understood
  3. Agree how both progress and outcome will be monitored and measured
  4. Agree when and how progress will be reported
  5. Agree when and how progress will be evaluated and adjustments made

“Okay”, you say, “I get that, when it comes to team members doing tasks, but certainly you don’t expect me to monitor my leadership team? That would be micromanaging!”

For me, there is a big difference between micromanaging and delegating. When we micromanage, we are checking in, hovering over, second guessing, etc., etc. Delegating, on the other hand, requires none of this. Instead when we delegate, we let the system manage accountability.

The CEO who hires a new sales manager, and then checks in daily on the activities each sales person is doing, is micromanaging. On the other hand, the sales manager who ties compensation to performance and publicly posts activity reports and results for each salesperson, is allowing the system to manage accountability. The sales team and the CEO can know at any given time who is performing, without asking or hovering.

The CEO who hires a President and then “goes fishing” or goes off to work on acquisitions without first creating agreements with the President around the 5 steps above, is abdicating. On the other hand, the CEO who sits down with the president and together they decide how they will divide roles and responsibilities and agree on the management reporting the CEO needs to monitor and evaluate, is delegating. Once again the system, in this case a combination of agreements and reporting, is providing the accountability.

So, next time you are wondering if you are micromanaging, instead of abdicating, pause and ask yourself, what systems do I need to put in place so I can delegate instead?

Why Vistage Works

Elisa K. Spain

Declare Your Independence

by Elisa SpainNo Comments

I have been reading a book called Necessary Ending, by Henry Cloud. In it, he uses a metaphor of rose bushes and compares them to our businesses, our careers and our lives. He explains that a rose bush cannot support all the buds it creates. And the ones that are beautiful only become beautiful because of pruning. Cloud describes three types of pruning: pruning the good but not great branches; pruning the sick branches; and finally pruning the deadwood. Perhaps the last two types are obvious, albeit sometimes hard to do in life. The first made me pause; really, I need to cut off some good branches for my rose bushes to flourish?

And, as I think about the upcoming independence day, I am noticing the parallel between necessary endings and independence. For some of our forefathers, my guess is the relationship with Great Britain was good, but not great. It certainly had benefits to go with the taxes and other challenges. And yet, despite the benefits, the founders of our country had the courage to recognize that an ending was necessary, declare their independence and fight for it.

So, for each of us, the question becomes…

Who or what do we need to declare our independence from (and perhaps fight to summon the courage to do it) so that we and our organizations can flourish like a well-pruned rose bush?

 

Why Vistage Works

Elisa K. Spain

Is The Sky Blue?

by Elisa SpainNo Comments

In my work as a Vistage chair and leadership coach, I am constantly reminded that despite the fact that we are all the same species, with many characteristics in common, we truly do see the world differently.

We expect this to be so, when we travel internationally or interact with people of differing ethnic, cultural and national backgrounds. In these situations, most of us have a heightened awareness of our differences and most of us realize we need to pause, think about what the norms are for the other person, think about what we have learned about their culture and modify our interaction and our behavior accordingly. An easy example I remember from the international training I had in the corporate world is how we exchange business cards. In the U.S., we simply toss our card on the table. In Japan, a business card is “presented”; held in two hands and a formal exchange.

Yet, when dealing with people who speak our same language, we often forget to pause. I remember a colleague of mine from the UK saying, “we are two countries, divided by a common language”.

We forget that just because we speak the same language, may even come from the same community, we see the world differently. And the closer a person is to us, the more likely we are to forget. We simply carry on, behave in a manner that comes naturally to us and when it works, it works. And when it doesn’t, we leave a wake. Sometimes we recognize the wake we are leaving and work to repair it; sometimes we don’t see it.

When we are in a leadership position, and leave a wake with our folks, it is rare that it is brought to our attention directly. Rather, we learn about the impact we had, from actions and behaviors we see exhibited by our staff. Often we don’t connect the dots and see that it was our wake that caused the behavior in others that we don’t want to see.

So, what to do? Here are the questions I am asking myself:

  • Can I slow down, so that I have this heightened awareness in all conversations?
  • Once I notice the conversation is one that requires special attention, like the business card exchange, what do I already know and what do I need to learn about the other person, that will help me handle my delivery in a way that lands as intended?
  • When have I left a wake, what do I need to do to clean it up?

Why Vistage Works

Elisa K. Spain

Are You Willing To Wait For Transformation?

by Elisa SpainNo Comments

Change is hard; it taxes the soul of both leaders and followers.

And, for many of us leading change, I wonder if this frustration sometimes leads to giving up or giving in too soon?

Two years ago I began a transformation process with one of the peer groups I lead. The change was disruptive. Some folks stayed, some folks left and we began the hard work as described by Dr. Bruce Tuckman in his elegant model of team development and group behavior, i.e. forming, storming, norming and now performing.

At the beginning, the task seemed daunting, and I often wondered if we would be adjourning, rather than transforming.

And then… the process took on its own life. We stormed through to norming and today we are congratulating ourselves on how well we are performing. Looking back, the time flew. Looking back, it wasn’t all that hard. Once I articulated the vision, communicated it often and asked each member to own it, the change began to happen. We were mindful of celebrating our wins and mindful of institutionalizing our new approaches. And most importantly, we continue to be mindful that while the present is to be celebrated; it must also be monitored and evaluated. We must follow the DIME model to prevent the new practices from becoming stale.

Biggest learning for me: stay the course; transformation takes time. Allow it to unfold at its own pace.

Why Vistage Works

Elisa K. Spain

Do Titles Matter?

by Elisa SpainNo Comments

If you ask most founders of privately held companies, their answer is, ‘titles don’t matter’. In their eyes, everyone simply needs to do what needs to be done to make the company and all of us successful.

If you ask most professional managers, their answer is, ‘of course titles matter’. Titles tell the people in the company who is responsible and accountable for decision making. Titles also tell the outside world, customers and other stakeholders, who is who.

In the early days of entrepreneurial companies, hierarchies don’t exist and therefore titles are fluid and variable. These companies pride themselves on being nimble and quick to respond to marketplace demands. As Vistage companies grow, we Chairs encourage owners to build a leadership team so they can build a sustainable enterprise.

And, owners want experienced leaders to fill these leadership roles – In walks the professional managers mentioned above. These folks are accustomed to structure and ready to create that sustainable enterprise. With their ability to create processes to support a sustainable enterprise, comes their comfort and desire for hierarchy, titles, offices, etc.

Further, as companies grow, leadership needs grow as well. Regardless of what owners call themselves initially, the distinction between the role of the CEO (externally and long term focused) and the role of the President (internally and results focused) become relevant. Sometimes, regardless of company size, the same person can perform both roles and sometimes it becomes clear that the company will benefit if these two roles are split between two leaders.

And when the person the owner called Director or VP of Operations or Sales in the early days, has most of the company reporting to them today or is actually leading the #1 strategic initiative or leading the executive committee meetings, what message are you sending if you don’t change their title?

What does matter? Really..

  • For professional managers
    • Is it time to pause and ask, how much of what I expect in terms of hierarchy, paying dues, etc. matters?
    • What recognition is truly important for me to feel successful in my organization?
    • When joining a new organization or taking on an assignment, what behaviors, rather than titles and trappings, should I be asking for that will set me up to succeed?
  • For owners and founders
    • Is it time to provide role clarity for me and for my leadership team?
    • When is the right time to divide responsibilities and share both the leadership of the company and the associated titles?
    • What recognition do I want to give; when, to whom and for what reason?

Why Vistage Works

Elisa K. Spain

Boundaries Do Have Consequences

by Elisa SpainNo Comments

As leaders in the 24×7 culture of the 21st century, we all must set boundaries. And they are different for each of us. Some of us like to stay at the office until the work for the day is completed and separate work time from family or play time. Some of us like to be connected all the time, handling things as they come up. These folks prefer a more integrated life rather than a separation. Still, others want to be home in the early evening and choose to “catch up” later on when everyone in their family has gone to bed.

There is no right or wrong; some of it is generational, some of it is just personal preference. And, what I have noticed, in the years I have been coaching executives, is that regardless of preference, setting boundaries is something many people struggle with. And people with young children struggle the most. People with families often agree to boundaries, rather than set boundaries between work and family; and they often forget to set aside time for themselves or agree to boundaries imposed upon them.

This is not a new subject; it is talked about and written about a lot. What I don’t hear discussed, as much, is the consequences of setting boundaries. For the sake of our loved ones, our health, or emotional health, we all must set boundaries that meet our needs. And, what I have come to realize is with very few exceptions, these boundaries have consequences. Sometimes the work doesn’t get done, sometimes our families are hurt or disappointed and sometimes the cost is economic, the customer goes elsewhere or we must leave our position and take one that allows us to live the boundaries we want, perhaps with lower compensation.

The question is, can we be intentional about choosing, so that we knowingly pay a cost we are willing to pay, rather than suffer a cost that we were neither expecting nor prepared to pay?

Why Vistage Works

Elisa K. Spain