Nearly every organization we have consulted with in the last 30 years creates pretty good metrics that track business results in a pretty decent way. We believe the age-old adage, “if you can’t measure it you can’t manage it.” Fortunately, initiatives that have been universally embraced by businesses, like Six Sigma, Lean Management, and TQM, thrive on gathering, tracking, and analyzing key performance indicators, meaning that we have a number of strong systems that help us measure so we can manage better.
The most important discovery we have made over the course of many years is that the data alone won’t drive your business to the next level of bottom line performance. We have learned that the way the data is used by leaders has a direct impact on whether the results they see are ordinary or extraordinary. The way leaders interact with the individuals with whom they work either has a negative or positive impact on the results that leaders so desperately seek. The key to leveraging the metrics and boosting employee performance is making the data meaningful to people. It doesn’t matter if you are a scientist or an assembly worker: if you know how your efforts contribute to key results, what those results mean, and how to make the scoreboard move in your favor, you tend to become more engaged and motivated by your work. The magic of metrics is all about how leaders coach, communicate, and solve problems with other members of the organization. They have to help people interpret the data and create metrics that feed business results, and they need to make it personal. If leaders can connect individuals to the metrics driving the business’ success at the very core, if they can help employees see how they fit and why they matter, then every person will suddenly become personally invested in helping the organization improve its bottom line.
The trick is having the ability to position, explain, and use the data in a way that motivates and inspires people. This power resides in the leader’s ability to support, coach, and assist employees, as well as work through the barriers and interference that they will inevitably encounter. There is no inherent value in data. Motivation doesn’t come from analyzing the numbers. Business performance takes a sudden leap when trusted coaches help the people around them figure out ways to be challenged and stretched beyond their perceived abilities. If people gather relevant data about themselves, about the factors that are critical to their own success, analyze those factors with a coach, and then set realistic, meaningful goals grounded in the information they have gathered, they are more likely to want to perform in a superior way.
If you already have a system to measure performance, help your leaders learn how to use that information to its maximum effect, motivating members of your organization at all levels to perform to the very best of their abilities. We can help you enhance you bottom line leadership using the resources you already have at your disposal—your people.
People are like fingerprints, no two are alike. Because each person has unique histories, talents, abilities, and behavior traits, we receive, internalize, and react to feedback just as differently. Yet receiving and responding to feedback and coaching is critical if we are to grow, improve, and become better, more well rounded individuals.
This past week I took my family on an extended weekend trip to the lake to get our last summer fun in before school gets underway for the kids and the weather begins to turn cold. As I was leaving my neighborhood in my truck (Bed full of cargo, and boat and trailer in tow), the individual driving a vehicle in front of me decided to make a turn into a supermarket parking lot. This immediately created a problem for me. Not only was the driver not in the turning lane/shoulder of the road, he didn’t put on his turn signal until the very last moment. This chain of events could have caused an accident if I hadn’t proactively hit my breaks and creep into the other lane in an attempt slow my truck and boat in order to avoid crashing into his car.
I was irritated by the situation and offered up some feedback to the driver. In my attempt to slow tons of my steel truck and fiber glass boat, I gave a couple of honks on the horn followed by a quick flick of my heads lights (meaning get out of the way and quick or I will crash into you). What really bothered me was the reaction this guy demonstrated to my warning. He pulled to an immediate stop, and offered some crude hand gestures through his window and proceeded to drive slowly. It was clear he wanted to turn this issue into heated verbal or physical argument by his behavior. I told to my wife “that guy is a jackass.” Not from his driving abilities, but from the way he responded to my feedback. My feedback was not intended to show rage. I did not lay on my horn and start yelling. I gave a couple of honks and a flicker of my headlights telling this guy that his current behavior was going to cause an accident. That’s why cars have horns.
His reaction caused me to evaluate my perceptions of both giving and receiving feedback. I thought about how I would have reacted if I had been honked at. My conclusion is that we all need to be more open to feedback and coaching and not take personal offense to it. In order to grow, and develop we learn from others. If we are to enhance our abilities and expertise, we need to receive feedback, either supportive or corrective.
Supportive Feedback
This is all about reinforcing the positive. When you see someone doing something great and want the behavior to continue, or simply recognizing someone for their work. It is geared to continually improving performance.
Corrective Feedback This is about changing behavior, performance, and results. It occurs when an improvement or change in needed. It is important to understand that corrective feedback is not negative or abusive in its style, it is only intended to correct the behavior at hand.
While it is important for us who both give and receive feedback to understand these two types, we can hit higher levels of performance if we are a little more open, a little less sensitive (on the receiving end), and ensure our point of view is clearly communicated. Let’s recommit ourselves to the concept of feedback.
Many people associate conflict with negativity, but conflict doesn’t have to be unpleasant; it can even be enjoyable. Conflict when used in a constructive way, can bring forth great outcomes and ideas, often benefiting those who are involved by exposing them to alternative perspectives.
Yesterday, while watching the daily news, I saw a commercial that caught my attention. In order to win over new customers, this organization is using a strategy that I like very much. Their approach is creative, it’s innovative, and was sure their competitors would need to respond to this advertising campaign in some form or fashion to maintain market share.
However, after seeing this advertisement a second time, I came to the realization that this “new” approach is classic conflict avoidance. Take a look at this video clip. Can you see where I’m coming from?
Now, please correct me if I’m totally off base, (I’ll be confident and say I’m not), but don’t the fundamentals of business acumen tell us that competition is good? In a situation like this we should want to create a little constructive conflict, forcing these two companies to battle over our business. If we ask Allstate to “break up” with our existing insurance provider for us because we’re too uncomfortable to handle the situation ourselves, we’ll never know whether the current insurance provider would be able to match the offer, or offer a better deal, ultimately saving use the hassle of switching insurance providers. Come on people. Buck up! Step out of your comfort zone and grow a little! Given this type of situation, the customer has all the power. If you add a little conflict to the mix, these two companies will need to compete for your business, “sweetening the deal,” and offering you greater gains. One company claims that it can “save you serious cash,” but the other company wants to retain business and compete for your business. Keeping a customer is much easier than winning a new one. Two companies knowingly vying for our business puts us in a great position, but if your existing insurance company gets a call from Allstate, “saving you that uncomfortable break-up moment,” your opportunity for beneficial conflict has been lost, and so has your power as a consumer.
Confront conflict head on; avoidance never hurt anybody but you.
Trees are remarkable things. They perform a variety of functions and keep our environment in balance. One of the oldest living things on earth is a giant sequoia that stands nearly 30 stories high, is almost 40 feet wide, and is believed by scientists to be well over 2,200 years old. Bonsai trees, on the other hand, are often tiny in comparison to a sequoia, yet provide remarkable joy and beauty. We think of trees as a permanent part of the landscape. Trees perform various functions: shade, food, medicine, building materials, and reproduce other trees. Some trees are hardy and are able to withstand a variety of harsh conditions. The Royal Palm endures big storms like few other trees and different from other types of palm trees. When wind speed increases, the fronds will break off from the tree. By the time the winds from a storm are strong enough to topple a tree, all that is left is the sturdy trunk, which most often endures winds of upwards of 150 mph. Trees are widely used by humans because of their strength and durability. The Baobab tree in Africa is used for canoes, water tanks, and in some cases people live in their huge trunks. Without trees, our planet would not be the same.
So what is the connection between trees, leadership, and organizations? Just like trees are play a key role in the survival of humans over the centuries, great leadership is fundamental to the prosperity of a modern organization. An organization without leaders isn’t an organization at all. These people perform a variety of vital functions like developing talent, transferring knowledge, giving direction, and coaching and sharing feedback. Similarly to trees, leaders are diverse in their strengths, weaknesses, style, and characteristics, but the fact remains that leaders are necessary.
One of the most important skills performed by leaders in any organization is coaching.
Coaching has four key components, just like the tree and its sustainable root system, sturdy trunk, a healthy branch system, and canopy of leaves, flowers, and fruit. Coaching operates in much the same way the tree does and we affectionately call this system the “Coaching Tree.” First, there is the root system that consists of the most fundamental and essential types of coaching. This is your day to day feedback, observations, and “on the spot” natural coaching. Like the roots feed water and nutrients to the tree every day, a leader has to be willing to supply coaching on a continuous basis to the organization or team members regarding day to day events. Next is the trunk. Coaching at the trunk level symbolizes coaching that should occur on a less frequent basis, perhaps every month or two. This gives leaders the opportunity to coach on topics like behaviors, expectations, and the code of conduct. As you move up the tree, you reach the branches. Branches equate to coaching around topics like skills, knowledge, and competency. This type of coaching should typically occur on a quarterly or trimester basis. Finally we reach the canopy level of coaching where the leaves, flowers, and fruit grow. This symbolizes the kind of coaching that focuses on results, contribution, and value to the organization. This is also strategy coaching that has a longer term perspective. It could focus on strategic initiatives, career plans, innovation or anything that has a longer time horizon. The frequency for coaching employees and mentoring may occur on an annual or semi-annual basis.
When a leader brings the coaching roots, trunk, branches, and canopy together they create a powerful feedback system that covers employees’ needs and the organization’s requirements for a healthy enterprise. Coaching that is skillfully administered and is robust becomes embedded and helps produce a “high output team.”
Whenever I watch a business show on television, I am amazed at the number of times the word “expectation” is used to describe the performance of a company’s perceived value and stock price. It seems that investor “expectations” often drive stock prices in the market. When a company exceeds expectations, the stock price skyrockets and when a company does not meet or is below investor expectations, then prices plummet reflecting the dissatisfaction of investors in the performance of a company.
This same drama plays out on a much smaller scale with leaders and their individual team members. Expectations play a big part of an effective relationship. The only problem is that all too frequently expectations in the mind of the leader versus expectations in the mind of the follower are unclear, confusing, and ambiguous. Yet, everyone wants to know what is expected of them. We want to be clear about our obligations and duties. We want to be able to anticipate the outcomes and requirements necessary to be a good performer and add value to an organization.
Expectations bind us together; they are the fabric that forms a relationship. Expectations play a key role in building trust and confidence as we anticipate the probability of someone executing necessary duties. When trust is high, we value and leverage our relationships more. When expectations are not achieved our trust bank account is depleted.
Expectations are a key driver in the motivation and engagement levels of people. When people understand expectations and buy in to them, they work harder to fulfill those expectations just like a company does in the financial market. People want to know what is expected of them so they are then able to make decisions about the intensity and discretionary performance they are willing to give towards a task or job. When coaches create a two-way agreement with their team members about expectations, they set the stage for the extraordinary performance necessary in a highly competitive world
CMOE is an advocate of a simple process that we call “the alignment meeting” as a tool to define and clarify expectations. The alignment meeting or discussion should occur periodically with any team to maintain a clear picture of everyone’s expectations. These alignment meetings only take one or two hours with a typical team. They should occur more often for teams that are in a state of change or are in conflict, and less often for stable and harmonious teams. Every time CMOE associates have facilitated an alignment meeting, the topic of feedback coaching and mentoring always surfaces. People have a thirst to know how they are doing, where they stand, and where they are going. They don’t want to be a non-performing asset in the enterprises portfolio of resources. Most people want to be productive contributors, but in order to do that, they need information, feedback, and guidance from a coach. This dynamic creates a “perfect storm” for the leader. If the leader is able to capitalize on the need people have for feedback on their performance, and solidify an “expectation’s agreement,” the leader will then be in a position where people seek out and expect coaching and feedback. This creates a legitimate reason to coach people on key factors that will drive performance for the team and the individual. Coaching then becomes one of the central expectations of the team’s culture. When a leader needs to courageously engage anyone on the team about an important topic or situation, they have an expectation platform or a “license” to operate from. The leader has an understanding that it is their duty and obligation to share information, direction, and feedback. It becomes the normal thing to do; no one feels singled out or targeted. In turn, when feedback is lacking, people on the team are more likely to ask for it and hold the leader more accountable to perform coaching tasks.
The license to coach makes it easier to give and receive coaching. It becomes a natural process. Everyone buys into it because everyone understands that to run a business, you need to be able to talk to people about their performance. When leaders create a license to coach by bringing sound skills to the process, people will excel and even exceed your wildest expectations.
Because I love to sing, the movie Sister Act 2 is a favorite of mine. Near the end of the film, during a heated competition, a rival singing group ends up performing the exact same song that our heroes of the movie had planned on performing. So in a split second decision, Whoopi Goldberg (the choir director) changes the established “status quo” by telling the kids to take off the concert robes and wear their own street clothes. This is her way of coaching the members of her choir the importance of being themselves, no matter how crucial the event.
Coaching is a skill that many leaders think they have a firm grasp on, often performing the same “coaching-act” with each session. Many simply follow a questionnaire to “get the job done.” They do not carefully look at their own coaching style/approach in order to make the most effective session on a case by case basis. When done appropriately, Coaching enhances motivation, performance, awareness, and the development of another person.It is an ongoing process of building a partnership for continuous improvement.
Here are some tips to remember when planning a coaching session:
Match the type of support you offer to the other individuals personality and needs.Many times as coaches we rush into our topic of discussion.This may be due to time pressures, personality conflicts or difficult issues that need to be discussed. Consider asking the person if there are things they would like to talk about first. Starting a coaching conversation this way helps promote an open dialogue and is a key in gathering data from the person you are coaching.Plan ahead, be creative, and don’t use the same type of support repetitiously.
Experiment with different types of support and don’t be afraid to go with your gut feeling during your coaching sessions.It is okay to change approaches to an issue. Remember you are leading the choir; taking the person to where he/she needs to go which is not always to the established plan. SMART any plan you come up with (specific, measurable, action oriented, realistic, and time bound) and impose your solution only if it is necessary.
Allowing the other person to take ownership to a created plan is the first step to better performance from that person.
Unlike a concert choir robe, Coaching is not a “one size fits all” type of attire. It requires the Coach to think and act on their feet and willing change style at appropriate times. You will win some and you will lose some, however, by following the above tips, the person you are coaching will feel more comfortable knowing that you are being yourself and that you expect the same from them.
I’ve been fortunate enough to be exposed to some of the world’s foremost authorities on coaching others for business success. I’ve been able to see firsthand the results effective coaching has in organizations from all over the world. Despite this, when I think back to my first management position at a world-renown advertising agency, I realize that I wasn’t as effective coach and leader as I should have been. At the time, I was young, inexperienced, and most importantly, without any advice from senior leadership on how to be a great leader. My promotion to a manager was based on being technically skilled at the job. I had many shortcomings leading and coaching others for success and I know now my leadership deficiency likely caused some problems with my co-workers and team. If I could go back in time, I would do some things differently.
Just a few weeks ago, I recognized one of those major deficiencies while standing in the checkout line at a home improvement store. The store wasn’t too busy, but I was eager to give my money away and get home to my project list. I watched the three people in line ahead of me with great anticipation. The woman at the front of the line was purchasing various plants and other outdoor home improvement goods. The first problem occurred when the bar codes on the plants didn’t scan correctly. Then, the cash register system started malfunctioning. The checker, who must have been a relatively new employee, quickly became frazzled. Because he didn’t know how to solve the problem on his own, he called for his manager. The manager, looking saintly and important, strolled over to the register and gently nudged the checker out of the way. He pushed a few keys on the register to fix the issue and everything was as good as new. The manager then quietly exited without saying a word. The checker gave a polite thank you and the manager, without turning around, gave a wave of acknowledgment. The checker finished with the first customer and moved to the next man in line. He experienced the same problem with this customer. Sure enough, the register started malfunctioning, and the checker had to call his manager to solve the problem. This time when the manager strolled back, he pushed a few buttons, turned the key on and off, and said “that should solve it.” I watched the manager closely as he went on his merry way. He seemed satisfied with the speed of his performance.
A couple of hours later, I was back at the home improvement store to purchase a few items that I forgot earlier in the day. I happened to return to the same checkout line and checker and so I asked the checker if his boss had shown him how to troubleshoot the register. He laughed and said “I was told to call my manager over if I have a problem, and it is his job to solve problems how he best sees fit.”
The gap of coaching in this organization became clear. When the manager failed to share his basic knowledge of the register and help the checker troubleshoot problems when they arose, he created dependency. The checker was not empowered to learn, nor did he want to solve any problem on his own. It was painful to realize that I used to be that kind of manager. It was clear that it created trouble for me and my entire team. Whenever something went wrong, I would swoop in to save the day. I used my knowledge and problem solving skills to become an expert and increase my reputation as a “go-to” person. However, I missed many coaching opportunities to share my knowledge with my team. After a while, I was just solving problem; not leading the team and coaching its members to excellence.
I have noticed that the best coaches in the workplace do more than just help or fix problems. They constantly provide guidance, look for opportunities to collaborate, and offer timely advice and assistance for developing others. When a coach looks to enhance growth and performance, promotes individual responsibility, and encourages accountability, you see true magic take place. The great thing about coaching is anyone can learn to do it.
One tip I would recommend to managers and leaders is to get to know your people. Take an interest and have a personal stake in their development. Find ways to encourage learning and communicate your desires to your people on a regular basis. For additional tips check our blog on a regular basis or give us a call to speak with us in person.
Leaders and team members need to be perfectly clear when communicating with each other. We cannot assume that the other person will always understand our meaning, and very often we will have to clarify ourselves to be sure that both the message and received message is the same. This lack of common language can be very frustrating when coaching someone on a very sensitive issue.
While my instance didn’t have a dreadful outcome, difference in understanding caused a leader inconveniences, if not major problems. One of the employees at the department store where I previously worked as a manager was a good clerk, but often caused an issue because of the way she dressed. While the elderly gentlemen at the retirement center across the street adored her and would wait in line just to have her talk to them, our women customers (particularly mothers) and the other clerks often complained about her dressing habits. The way she dressed was more conducive to a bar or pub rather than a department store.
It fell to me to discuss the issue with this clerk. Knowing what I know now, my conversation would have been much easier if I had the 8 Step Coaching Model to help me through. In Step 2, Dr. Stowell explains how a coach should Define the Topic and Needs and in Step 3 Establish Impact, always in a supportive way. Unfortunately, when I talked with this clerk, I immediately went to Step 3 – Establishing Impact. “The way you dress is inappropriate, tone it down a bit. Okay?” She showed up the next day in her uniform top still too tight and still too immodest.
When I questioned her why she still dressed the same way, despite our conversation, she looked at me defiantly and said, “I didn’t even wear any makeup!” She then proceeded to complain vehemently how no one else was told to quit wearing makeup. My communication has been totally misinterpreted. “Toning it down” had nothing to do with her makeup in my interpretation, but that was the way she understood it. I should have taken the time to explain that the “topic” was the provocative fit of her clothes, not her cosmetics. Step 2 of the Coaching Model is to create a mutually understood picture of what is happening.
Something I might have said was, “I can see that you are sincere in doing the best job you can. I am concerned of the representation of our organization through the way you wear your clothing.” After she thought about it, we could talk about why her dress style could affect the organization. She needed to understand how the way she dressed impacts the organization and her team members.
Or maybe I could have said, “Our customers shop here because we serve family needs. So our dress code requires clerks present a family friendly appearance. You are very important to that image because you are one of the last and first people our customers see. What do you think you can do to present an image our customers would be more comfortable with?” This would have given both of us an opportunity to clarify exactly how we could reach the most appropriate result.
When you address an issue, do you slow down to make sure the recipient understands or do you assume you are always understood? Coaching requires that both parties are on the same page before proceeding to “Establishing the Impact.”
In part one of this series, three types of field coaching were identified. Unobserved coaching calls, observed coaching calls, and joint sales calls. Effective sales coaching, utilizes this more direct approach, while taking certain variables into consideration to ensure a sales managers approach is tailored to each sales representative for the greatest chance of success with coaching. Here are a few variables to consider:
Observed coaching and joint-sales calls need the most preparation and skill to manage the dynamics that may occur with customers. Sales coaches should consider the following recommendations to ensure effective observed and joint sales calls.
Pre Call Meeting
Prior to any call the manager should meet with the rep to understand the nature of the call, the call objective, and the call plan or strategy. Some questions to ask are, “Are they realistic?” and “Will they move the opportunity forward?”
Stick to Your Role
Some questions a sales coach should ask themselves before the call include, “Is it a safe call to join?” and “Can I be a supportive observer or do I have a unique role in contributing to the call objective?” It is usually best to not try to switch roles during a sales call if possible, so pick your role for each call carefully. Make sure you and the sales representative understand your role prior to the call. Unless there is and established ”signal” or plan for engaging an issue with the customer, let the rep handle it. It’s very important to keep strengthening the relationship between the customer and the representative. If the customer directs questions to you, defer them to the rep first, and then support as needed. If a customer calls about an issue, don’t fix it. Instead, discuss the issue with the sales representative and have them get back to customer. Keep the representative ”in charge” and help them build their relationship with their customers.
Use a “Post-Call” Debrief Process
Following a call, take some time to debrief with the sales representative. Ask, “How did you think the call went?” Listen closely for their overall reactions and feelings. What they say is usually a good gauge of the sales representative’s perception of their own performance. It is important to get the representative talking about the quality of the call and making their own judgments first, so they can learn to critique their performance on their own, not just when you’re there.
Encourage the representative to reflect back on the call objectives. Ask, “How well did you accomplishing what you set out to do?” Stop the representative from going to “what went wrong” right away and stick to with “what went well?”
Sort out one or two things to focus on in the future. Have the sales representative identify one thing to continue doing and one thing to stop doing or change. Keep this discussion short, concise, and simple. This will help the representative find something they can try again on the next call and hopefully see improvement right away.
Sharing your observation of the representative’s performance and your perspective of the customers reactions can be especially helpful. “Did you notice the customer’s initial reaction to your recommendation.? What do you think you did that triggered that? What were you hoping for?”
Confirm the representative’s commitment to make a plan and try new things for the next call. The coach should also recognize changes observed to reinforce the new skills and practices. Help the sales representative look for other places to apply these new skills in other situations they face.
Business coaching is typically done in the office. However in sales, some of the most effective coaching happens in the field while meeting with customers. This brings both opportunities and challenges for sales managers to coach effectively and develop sales representatives.
Coaching, as sales coaches, is to help our sales representatives:
Sharpen skills and build confidence
Capitalize on strengths and neutralize weaknesses
Be willing to stretch and take risks
Commit to common sales “standards”
To become an effective sales coach, it is important to know and understand some concepts and tools common to sales coaching.
Field coaching
Field coaching is unique in that it occurs on the job. This coaching takes place before and after sales calls, during preparations for upcoming sales calls, and while building strategy for a sales opportunity. It is typically an informal, daily interaction between coach and sales representative. Field coaching is often the most effective coaching because it is in the moment. If coaching is withheld until the end of the day, valuable coaching and teaching moments are lost.
There are three types of field coaching, as described below:
1. Unobserved coaching calls
Call is jointly planned
Call is executed buy the sales representative, without the presence of the manager
Call is debrief together afterward
Because unobserved coaching calls involve much smaller time investment by the coach, they can be done with greater frequency. The coach can focus on guiding and coaching the call planning effort. This activity helps improve the sales representative’s chances of success on the call and will provide the coach with valuable context for the post-call debrief.
2. Observed coaching calls
Call is jointly planned
Call is executed by the sales representative, for the purpose of assessing and coaching by sales managers
Call is debriefed together afterward.
These are the trickiest, given the dynamics of the customer and sales representative interactions, so require more skill and preparation. Observed coaching calls are the most effective in impacting sales performance.
3. Joint-sales calls
Call is jointly planned
Call is executed by both manager and sales representative
Call is debriefed together afterward
Here it’s important the coach has a good reason for being present for the call. Some possible objectives for a joint sales call may be to provide a unique “value-added” contribution, to help sell the company, not the “deal, ” or to increase customer relation focus.
These three Field Coaching opportunities are more reactive, direct, and “in the moment.” They are usually done between calls in a car, over lunch, waiting to see a customer, or in the hallway at the office. Like a sports coach during a game, it is important to take the opportunity to help the team member make needed changes right away. This allows them to immediately apply the new behaviors and a chance for the sales representatives to see different results right away.
Nearly every organization we have consulted with in the last 30 years creates pretty good metrics that track business results in a pretty decent way. We believe the age-old adage, “if you can’t measure it you can’t manage it.” Fortunately, initiatives that have been universally embraced by businesses, like Six Sigma, Lean Management, and TQM, thrive on gathering, tracking, and analyzing key performance indicators, meaning that we have a number of strong systems that help us measure so we can manage better.
This past week I took my family on an extended weekend trip to the lake to get our last summer fun in before school gets underway for the kids and the weather begins to turn cold. As I was leaving my neighborhood in my truck (Bed full of cargo, and boat and trailer in tow), the individual driving a vehicle in front of me decided to make a turn into a supermarket parking lot. This immediately created a problem for me. Not only was the driver not in the turning lane/shoulder of the road, he didn’t put on his turn signal until the very last moment. This chain of events could have caused an accident if I hadn’t proactively hit my breaks and creep into the other lane in an attempt slow my truck and boat in order to avoid crashing into his car.
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So what is the connection between trees, leadership, and organizations? Just like trees are play a key role in the survival of humans over the centuries, great leadership is fundamental to the prosperity of a modern organization. An organization without leaders isn’t an organization at all. These people perform a variety of vital functions like developing talent, transferring knowledge, giving direction, and coaching and sharing feedback. Similarly to trees, leaders are diverse in their strengths, weaknesses, style, and characteristics, but the fact remains that leaders are necessary.
Just a few weeks ago, I recognized one of those major deficiencies while standing in the checkout line at a home improvement store. The store wasn’t too busy, but I was eager to give my money away and get home to my project list. I watched the three people in line ahead of me with great anticipation. The woman at the front of the line was purchasing various plants and other outdoor home improvement goods. The first problem occurred when the bar codes on the plants didn’t scan correctly. Then, the cash register system started malfunctioning. The checker, who must have been a relatively new employee, quickly became frazzled. Because he didn’t know how to solve the problem on his own, he called for his manager. The manager, looking saintly and important, strolled over to the register and gently nudged the checker out of the way. He pushed a few keys on the register to fix the issue and everything was as good as new. The manager then quietly exited without saying a word. The checker gave a polite thank you and the manager, without turning around, gave a wave of acknowledgment. The checker finished with the first customer and moved to the next man in line. He experienced the same problem with this customer. Sure enough, the register started malfunctioning, and the checker had to call his manager to solve the problem. This time when the manager strolled back, he pushed a few buttons, turned the key on and off, and said “that should solve it.” I watched the manager closely as he went on his merry way. He seemed satisfied with the speed of his performance.
When I questioned her why she still dressed the same way, despite our conversation, she looked at me defiantly and said, “I didn’t even wear any makeup!” She then proceeded to complain vehemently how no one else was told to quit wearing makeup. My communication has been totally misinterpreted. “Toning it down” had nothing to do with her makeup in my interpretation, but that was the way she understood it. I should have taken the time to explain that the “topic” was the provocative fit of her clothes, not her cosmetics. Step 2 of the Coaching Model is to create a mutually understood picture of what is happening.
