Posts Tagged ‘Team Management’


The Importance Of New-Employee Orientation – And How To Do It Right

3-6 employee orientation smallDo you know—for certain—what the first day of work is like for your employees? Is there a chance you’re frittering away orientation–a key part of building your corporate culture–on inconsequential details? (‘‘This is the break room. We clean the employee fridge out each Friday.’’)

Each day, all around the world, careless orientations like this one are creating lasting negative expectations among employees. And executives and managers typically have no idea it’s happening. Be sure your precious first moments with an employee aren’t squandered (or worse). Institute a careful, effective orientation process.

Use Orientation to Instill New Values, Attitudes, and Beliefs

Employees are especially impressionable during their first days—and especially their very first day—on the job. This is because beginning any new job is disorienting, and psychologists have shown that during periods of disorientation, people are particularly susceptible to adopting new roles, goals, and values. Those new values and beliefs might turn out to be destructive ones, or constructive ones like you want to seed. It depends largely on your orientation program.

With this in mind, I recommend that you focus your orientation process not on instilling practical know-how, but rather on instilling the most useful attitudes, beliefs, and goals possible. Keep the focus on what is most crucial for your business: core customer service principles, your company values, and why and how your employee is an essential part of the company’s overall mission.

Involve the highest leadership level possible, ideally the CEO, to personally provide the orientation on values, beliefs, and purpose. Sound impractical, even impossible? Consider this: The CEO of The Ritz-Carlton Hotel Company conducts, personally, every single Day One event at every hotel and resort Ritz-Carlton opens, no matter where it is in the world.

So, figure out a way. You only get one Day One.


7 Creative Team Building Exercises

Soccer players celebrating a goalPerforming at a high level of productivity demands breaks from the daily routine. Take 30 minutes or less to try one of these seven team building exercises at your next company or department meeting to improve a certain skill.

Improving Communication

1. Two Truths and a Lie. Time required: 20 minutes.
This popular college game can be adapted for business when certain boundaries are used. Divide the group into teams and have each person introduce themselves and states two truths and one lie. Within the team, have a quick 30 second discussion to come to a consensus about which one is the lie. Award points to each team when they guess the lie correctly.

2. Classification Game. Time required: 10 minutes.

Split the room into teams of four. Instruct the participants to spend a couple minutes introducing themselves and quickly discuss some of their likes and dislikes. Then reveal to them that they have 60 seconds to classify themselves into two or three subgroups. Examples of subgroups can include night owls, morning people, or sushi lovers. Teams present more of their likes and dislikes in these subgroups to the entire room.

Problem Solving
3. Zoom. Time required: 30 minutes.
This activity requires the wordless picture book entitled “Zoom” by Istvan Banyai. Hand out one picture to each participant, making sure a continuous sequence is being used. Give participants time to privately study their own picture. The participants must then place the pictures in sequential order by discussing what is featured in their picture and how it fits the overall pattern.

4. Sneak a Peek Game. Time required: 15 minutes.
Build a small structure out of Legos and hide it from the group. Divide participants into teams of four. Hand out building materials to each team, being sure to include enough to recreate the structure you made. Place the structure at the front of the room (but still hidden). One member from each team can come up at the same time and look it for ten seconds. They then have one minute to instruct their teams how to build a replica. Repeat with a new member and continue until one of the teams successfully duplicates the original structure.

Planning

5. The Paper Tower. Time Required: 10 minutes.

A quicker version of the Marshmallow Challenge, each person is given a single sheet of paper and told to construct the tallest free-standing structure in just five minutes using no other materials. Review the structures and discuss what worked well and what didn’t.

6. Lost at Sea. Time Required: 30 minutes.

Divide room into groups of four. Read each team the lost at sea scenario in which a boat catches fire, leaving you with only 15 items to survive. The group’s chances of survival depend on their ability to rank the salvaged items in relative order of importance. After the teams rank the items, reveal the rank of the items according to expert coastguards and determine the winning group.

Developing Trust

7. Eye contact. Time required: 5 minutes.
This exercise requires no special equipment, just an even number of participants. Instruct participants to find a partner. Have them sit or stand 2-3 feet away and face each other. Tell them to stare into their partner’s eyes and start the timer for 60 seconds. Repeat 2-3 times. There will be giggles and some will feel awkward at first, but this exercise will help co-workers become more trusting of each other.

Do you have others you want to suggest? Which one will you try?


Nextiva Tuesday Tip: Do Your Employees Have Emotional Intelligence?

Business Team Chatting at Their OfficeIn my recent post 5 Things to Look for When Hiring Customer Service Reps, I mentioned the concept of “emotional intelligence.” Since emotional intelligence is a very desirable quality in a customer service employee, I wanted to explore this topic a little further.

In the workplace, emotional intelligence (sometimes called EI or EQ for “emotional quotient”) means being able to identify, understand, manage and use emotions—your own, and others’—in positive ways to build teams, lessen stress and communicate more effectively.

There are four aspects of emotional intelligence:

  1. Self-awareness: Understanding one’s own emotions is the first step in EI. By paying attention to their own emotional reactions, employees can learn to recognize the physical, mental and emotional signs of emotions such as stress, anger or sadness that can hinder good customer service.
  2. Self-management: Self-aware employees are in a better position to manage their own emotions. For an example, an employee who recognizes that a stomachache is a sign of stress can take steps to ease the stress before it becomes overwhelming. When they realize that emotions are interfering with their job, employees can make positive choices to defuse these emotions.
  3. Social awareness: The third part of emotional intelligence is being able to understand what others are feeling, empathize with them and react appropriately. For instance, if a customer is sighing heavily during a customer service call, an employee with social awareness will recognize this might indicate growing frustration, and “check in” on the customer’s emotional temperature.
  4. Managing relationships: Employees who possess the three other aspects of EI will be more successful at managing their interactions with other people. By being aware of their own emotions, managing them in a positive fashion, and responding appropriately to others’ emotions, these customer service employees can defuse conflicts, improve customers’ moods and build customer loyalty.

Want to assess and improve your employees (or your own) EI? Here are some emotional intelligence exercises and an emotional intelligence toolkit to assess and improve EI. 


6 Steps to Systemizing Your Business

2-13 business systems smallWhether you recognize it or not, your business already has a system. But when tasks take too long, cost too much or create substandard results, your system needs anything from a little Botox to a full face lift. Here are six-steps to help you see what you’ve got, identify where it’s going wrong and fix your system to get your business humming.

Step 1: Document Your Current System

Without documentation, you can’t get a clear picture of what you’re doing now, much less how to make it better. Don’t assume that you know what each employee does. Talk to them before you write down every step, identifying who is responsible for performing each task and the flow of work from one employee to the next.

Many employees will have opinions regarding what tasks need to change (or go away entirely). Encourage them to voice their thoughts so that you can note down that information, too. You are now armed with a playbook that you can review before moving to the next step.

Step 2: Eliminate Unnecessary Tasks

Scan your documentation for clearly unnecessary or redundant tasks (including those exposed during employee feedback), and get rid of them. If your employees are performing ten steps when five steps would do the job without loss of quality, they are wasting valuable time. And the extra steps may even make their work less accurate.

This is not a do-it-yourself process. Before eliminating tasks, talk again to the people who perform them, as well as everyone connected with the process. If Joe recommends eliminating two quality checks in his process, but Mary says she spends too much time correcting Joe’s errors, you need to figure out why Joe is so error-prone, and then fix it.

Make sure that you enter these and other changes into your documentation. You’re going to need it later (and forever).

Step 3: Automate

Your employees can become more effective when you judiciously introduce some automation to the process. With technology costs coming down and becoming easily accessible through the cloud, this is now more viable than ever.  Sometimes, you can also automate with a simple tweak. A tool as simple as setting up an auto-responder provides amazing value by buying extra time for responding to email requests.

Step 4: Monitor Results

Until you try out your new system, you cannot be sure of its success. After implementation, keep a sharp eye on the results. Are operations moving along more efficiently in the hands of happier employees? Or is the process hitting bottlenecks while your employees have become numb with boredom? If the latter, work may slow down, leaving you with a system that looks good on paper, but requires further adjustment.

Step 5: Make Tweaks

If you expect to get everything right the first time, think again. This is typically an iterative process involving testing, tweaking and documenting. You probably will see improvements on your first attempt, but no system is perfect. A tweak made to one task may create issues in a later step.

After tweaking problem areas, change the documentation so that your employees will know the steps that they need to perform, and monitor the results again. Rinse and repeat until the system works well.

Step 6: Update Documentation

Once you are satisfied with your new system, it’s time to formalize the documentation. Your employees will need to follow a procedures manual until they know all of the steps. And, when you hire new employees, you can reduce training time while increasing accuracy when they have a step-by-step manual at their fingertips.

Of course, no system is forever. As your business changes, additional changes to the process are almost inevitable. And, let’s face it: busy business owners don’t have the free time to change documentation on the fly — or even think about it, so put a periodic review on your calendar.

Your review may uncover missing information or, more importantly, the need for system enhancements. A semi-annual or annual review requires only a small effort (sort of like regularly straightening your closets, rather than waiting for a major mess). This effort ensures that your information is accurate, while alerting you if it’s time to go back to Step 2.

A Good System Does Not Stifle Creativity

Remember: a great system for your business does not equate to a mindless factory assembly line. Remove unnecessary, confusing or redundant tasks, and you free minds to develop new ideas. Everyone, from yourself on down, can add meaningful contributions to your business.


Can You Beat the Marshmallow Challenge?

1-30 marshmallow challenge smallHow can twenty sticks of spaghetti, a yard of tape, a yard of string, and one marshmallow help build a stronger team?

The Marshmallow Challenge has become a popular exercise in which small groups are asked to build the “tallest free-standing structure” out of the materials provided. The teams have eighteen minutes to complete this task including the entire marshmallow on top. It’s a fun and instructive exercise that allows teams to experience simple lessons in collaboration, innovation and creativity.

The challenge has been conducted with business school graduates, CEOs, architects, engineers, and even kindergarteners. There have been surprising findings for which groups perform most successfully. Surprisingly, recent business school graduates are among the worst performers and kindergarteners often excel at this challenge. The children don’t spend time fighting to be the leader of the group. Instead, they just start playing and in the process begin prototyping. Business school grads spend most of the time talking, planning and building, which means they don’t have much time to change the design when it finally comes time to put the marshmallow on top which is usually too heavy for the structure that was built.

The teambuilding lessons from this challenge include:

Always test assumptions through prototyping: Participants think that marshmallows are light and will be easily supported, but when teams start building the structure, it suddenly tips it over. Only through realizing that every idea has value and then prototyping various solutions can the teams find out what works.

Don’t focus on being the tallest. When the instruction is given that the tallest will win, teams assume that height will win the contest. As a result, they wrongly focus on how high they can build the structure instead of the stability its base. Many times, companies try to grow too fast before they have a solid business.

Use what is available. Development of every product has limitations and teams can only use what they have and not get resources they want to build something better. In business, there is never unlimited resources or the perfect environment to grow.

Use only what is needed. There are some things that are given in the exercise that do not need to be used like the string. Teams have to figure out what is useful and what needs to be discarded in developing any solutions.

Give up perfection. Teams start out dreaming about building an elegant structure like the Eiffel Tower. They have to give up this idea of perfection and build something (even if it is ugly) that works that can be “good enough” to win.

If you’re looking for a fun way to kick start a meeting or get a team into a creative frame of mind, try running a marshmallow challenge of your own. Is your team up to it?


How Bosses Can Deal with Smartphone-Addicted Employees

Group of friends all using smart phonesSmartphones have become more than communication tools. As phones have evolved to include email, internet browsing, and social media connectivity, consumers have begun increasing their screen time each day. These devices have gone beyond being a way to make phone calls to becoming a lifeline for most people.

As The Washington Post pointed out, the modern smartphone is a way for people to protect themselves, allowing people something to do. But mobile devices too often take priority over the people in the room with someone, which is problem enough when it happens in social settings. In business meetings, it can be disruptive and insubordinate. In a world that seems to be increasingly tech-addicted, how do bosses handle employees who can’t seem to go five seconds without texting, tweeting, or checking email? Here are some things leaders can do to deal with distracted workers in the office.

Set Policies

As restrictive as it can be, employers need to set boundaries when it comes to tech use in the workplace. An across-the-board ban against personal cell phone use in the workplace isn’t reasonable in today’s environment. But it’s perfectly reasonable to ask phones to be turned off in meetings, especially if they’re with clients.

The problem comes in when employees are checking work email in meetings. Important work emails could be missed during a no-phones-allowed staff meeting, yet it’s often impossible to differentiate between company-related interactions and personal.

Address the Problem

As with any personal technology use in the workplace, it’s often easier to address the real problem than the symptoms of that problem. In other words, if someone wastes an untold amount of time texting throughout the day, he’s likely not getting his work done. If he is, it might be time to determine whether he has enough to do. A co-worker may be overloaded with work that could be shifted over to a smartphone-addicted colleague, solving two issues at once.

If an employee’s work performance is suffering as a result of his device use, begin documenting missed deadlines or failure to meet standards. Use this documentation to discuss these standards with the employee and state what he needs to do to improve. In some cases once an employee realizes his job is at stake, he’ll spend less time on the phone and more time working.

Offer Help

While it may sound extreme, technology addiction is such a problem there is now a name for it: nomophobia. Instead of taking your employees’ vices away, consider offering help. You don’t have to send them off to rehab or enter them in a 12-step program. Instead, bring in an expert to speak to employees about how they can break their smartphone addictions and get more done in a day.

If a workshop isn’t helpful and disciplining employees for poor performance isn’t successful, it’s likely time to directly address the problem. As long as your discipline is consistent, without showing favoritism, you may reduce workers’ disruptive smartphone use and have a more productive, collaborative workplace.


Everyone In Your Company Needs To Be Responsible For Complaints

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Here’s an important question to ask yourself: Whom do you feel should be responsible for the customer experience at your company?

How you (and others in your organization) answer this question can make or break your company.

Here's my answer.

Make everyone responsible for the customer experience.  Responsible for handling complaints. For suggesting improvements in your processes. For maintaining the customer-friendly processes you already have. If you don't,  you'll find the actual responsibility for the customer experience at your company devolves quickly "no one."

This answer isn't as pie-in-the-sky as it sounds. "Everyone" here is shorthand for “everyone, to the extent of their abilities, to the extent of their trainability and to the extent they interact with customers.”

The picture of customer service we need to get out of our heads — and out of our businesses — is the old, compartmentalized version: an isolated clerk on an upper floor of a venerable department store, where customers have to schlep their returns to get an adjustment.

Instead, teach Joan in Sales and Jeff in Shipping how they themselves can initiate a service recovery. Jeff may not be the right person ultimately to fix the problem, but if he encounters an unsatisfied customer, he needs to know how to do more than say ‘‘I can’t help you, I just send boxes.’’

Even Dale, who cleans the toilets, should be empowered beyond helpless reactions like ‘‘Um, you’d need to ask a manager about that.’’ Customers hate to hear ‘‘You need to ask a manager.’’

Dale will feel better about himself and your company, his customer will feel better about herself and your company, and service problems will tend to turn out better if Dale has been trained to express confident enthusiasm: ‘‘Certainly, I am so sorry. I will help you with that,’’ followed by finding the right person to solve the problem (even if that does happen to be, in fact, a manager).


5 Tips to Increase Employee Efficiency

11-7 money is time smallTime is money may be a cliché, but it’s also a universal truth in business. Your employees’ efficiency directly impacts productivity, which, in turn, affects profits. As a business owner, maintaining hawk-like vigilance on employees’ on-the-job procedures can make a notable difference to your bottom line. Here are some areas that may need improvement.

Reduce Quality Checks While Increasing Accuracy

High-quality products and services are the cornerstone of every business, so you naturally want top-level accuracy in every process. But sometimes, too much checking can actually reduce accuracy. Double-checking every point in a 10-step process, for example, can place employees so close to the process that they don’t see the errors. Even if you can’t wait until step 10 to look for errors, you can establish the one or two touch points (including the last step) in the process where errors are likely to be most apparent. End result: reduced time with more errors found.

Identify and Address Bottlenecks

From making sandwiches during the lunch hour rush to developing custom software, business tasks often resemble assembly lines. If you find one or more employees sitting idle, you have a bottleneck. But fixing a bottleneck is not as simple as speeding up the preceding processes or even re-distributing the workload. You need to figure out precisely what’s broken before you can fix it.

Shadowing workers or videotaping them is great if they work in a prison laundry facility, but spying makes most employees nervous, often creating more inefficiency. You’re the boss. Between you and the process supervisors, you probably already know every step in the process. You need to create a visual image of the process, so that you can step back to see the big picture.

Sticky notes are a great way to draw a flowchart of the steps. You don’t even have to use your conference room wall any more —they now make special easel pads just for this purpose. If you see that one person performs all of the laborious tasks, work redistribution is a possible solution. Or, perhaps just changing the order of the steps will get the work flowing more efficiently.

As you formulate solutions, keep your sticky note chart up-to-date so that everyone involved has a clear idea of the new procedures. And don’t throw out that flowchart. The new workflow may create new bottlenecks that require adjustment.

Incentivize Increased Productivity

You can choose between a carrot and a stick to achieve the efficiency levels that your business needs to survive and grow. A rewards-based system encourages more productivity while keeping employees interested and happy. Here are a few incentive programs to consider:

  • Contests where employees earn anything from framed award certificates to gift cards create friendly competition and team spirit;
  • Privileges like flex-time or even telecommuting options (if appropriate) can help keep employees happy and productive; and/or
  • Sharing the rewards of increased productivity creates a win-win situation. If greater efficiency translates to a great bottom line, top-notch employees deserve to share in the profits via salary increases or bonuses.

Make sure that you increase productivity without losing quality. The goal is to encourage employees to go above and beyond the basic requirements of their jobs. As an extra bonus, you will have a list of likely candidates for promotion when higher-level jobs become available in the company.

Hire a Professional

Small business owners are often too close to daily operations to pinpoint why productivity is low. If you can’t see the forest for the trees, an efficiency consultant may help find the answers. Experienced consultants have an uncanny ability to hone in on issues that you cannot see. Plus, they are more attuned to effective technology and other solutions, so you won’t have to resort to a trial-and-error approach. By getting it right the first time, you can see a return on the consulting fees more quickly than you might expect.

Make “We’ve Always Done it This Way” a Banished Phrase

Your employees do the job every day. But they won’t offer suggestions if they believe the company motto is “we’ve always done it this way.” Invite their input by making it clear that “we’re flexible” is your true credo.

Flexibility does not mean that you should say “yes” to inappropriate suggestions, but you don’t need to reject suggestions outright, either. Rather, initiate a brainstorming session. Your different viewpoints can work synergistically to unearth a more effective process.  Plus, you can always initiate trial periods for a new set of tactics before fully committing to change.

No one wants to waste time performing unnecessary steps or take too long to produce the final product or service. The tedium alone can sap workers’ interest and spirit. As you work together to improve every process, you make the work more engaging while enhancing employee investment in the outcome. Team spirit creates a high-energy environment that makes everyone look forward to going to work. 


How to Handle the Bad Boys (and Girls) in Your Company

Do you have a Ray Rice or Adrian Peterson working at your business? These are the incredibly talented employees whose behavior is destructive to the culture of your company. They may be the top salesperson that never comes to work on time. It may be the most senior employee that is always bad mouthing the customers. While you pretend that these standouts and your business can coexist, they are in fact destroying your company from the inside out. What makes it worse, every other employee knows it and, in fact, it affects their own performance.

Remember that you teach what you tolerate. By allowing their behavior, you are sending the message they are special and that the rules do not apply to them. Your short term thinking further encourages their harmful behavior. The sooner that the business owner realizes the overall effect, the faster the company can move forward.

To be proactive, here are the steps to take today:

  1. Envision a company without them. Imagining your business without these star players is scary. But think of how all the performances of the other team members will improve without them.
  2. Counsel them. They will be surprised when you first approach them that their behavior is detrimental to the rest of the team since you have tolerated it for so long. They will think that their performance more than makes up for any other bad behavior. Instead, review exactly what you expect and how you will monitor their future behavior. Most likely, they will agree to try to change.
  3. Hold them accountable for their behavior. Since change is difficult, the star employee needs to be monitored on an ongoing basis. Each time they exhibit the bad behavior again, review the change you expect. Repeat on an ongoing basis.
  4. Fire them (if necessary). In reality, few of these star employees will be able to change and in most cases, they will need to be fired. Be prepared to have to replace this person and have the timing fit when it is optimal for the company. Use documentation that you have monitored to complete the separation process.
  5. Share with the team. Tell the team why the star employee was let go and what the plan is to move forward without them. Most of them will applaud your decision and will work harder to help with the transition.

Who are the bad boys and girls inside your company?

Businessmen at Work




 
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