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Communication Issues

08 28 2013

5 Stages to Empowering Your People and Successfully Implementing Change

Business Management Consulting, Business Strategy and Implementation, Communication Issues, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

August 2013

 

Stop for a moment and ask yourself: What significant changes are you and your team facing this season – perhaps a company or department merger, leader or employee development, or a new marketing approach? You probably have all the means – the site, the people, resources, even the blueprints for change – but do you have the ways? Do your people have the skills, knowledge, and experience to avoid lost time, lost tempers, and lost revenue? Can you grow your people and grow your organization, while also experiencing major change?

To successfully navigate and implement a merger or any major change effort, you will need to move your people into, through, and beyond the status quo. This means getting and keeping their buy-in and follow-through based on real trust and shared values. Can you help yourself while also helping them? Yes, it is possible, if you don’t mind putting yourself in what may become a highly political or vulnerable position. Mergers, for instance, induce some significant growing pains. They often lead to the loss of key staff and resources, as well as precious time and money. You may well be able to do it yourself, but keep this fact in mind: Do-it-yourself-ers are one of the main reasons 80% of all mergers fail, and fail miserably, at that. Is this what you want for your people (and your own sanity)?

You have some options. Remember the old adage, knowledge is power? Well, in this case this saying still rings true. Becoming knowledgeable about change can make the difference. The building blocks of change are: Pre-contemplation, Contemplation, Preparation, Action, and Maintenance. Knowing these five distinct stages of change and how to guide your staff through these stages will build a safety net around your staff and make them more productive sooner. Knowing the stages of change will make a real difference when you are seeking to keep rather than lose key people, maintain calm rather than suffer chaos, and know success rather than endure failure.

Helping your people anticipate and become comfortable with each next step, each natural and normal stage in a change process, will build their capacity as individuals and successful team players. This knowledge will have positive long-term, as well as short-term results.

Regardless of which stage a person is in, to get maximum results, it is essential to do the right thing at the right time within that stage. As leaders, we must have the foresight to recognize that each stage is equally important. Skipping or rushing through a stage would be misguided, because it would likely backfire and only slow down the process of productive change. Therefore, it is wise to learn how to slow down and take the time that is needed. In order to get it done faster, you must start slowly.

Five Basic Stages of Change: For a more comprehensive list on change go to: http://www.internalbusinesssolutions.com/?s=ten+stages+of+change&submit=

Pre-contemplation. In this initial stage, individuals may be outwardly unaware of their problems or be in denial. Either way, they definitely do not want to appear broken or damaged. As a general rule, “Pre-contemplators” often wish other people would change, as in: “How can I get my superior to quit bothering me about my poor people skills? That’s just who I am.” or “Things will change during the next quarter when I get through this especially tough assignment.”

Contemplation. Contemplators are aware that they face problems and are seriously thinking about grappling with these problems sometime within the next six months.

Preparation. Individuals and organizations at this stage intend to take action within the next month. These individuals have taken personal responsibility for causing or contributing the need for change. In addition, these individuals have set a personalized measurable goal – a change that is under one’s own control, rather than dependent on someone else’s behavior.

Action. In this stage, individuals and organizations are taking concrete steps to change their behavior, experiences, or environment, in order to overcome their problems. Because action often brings up feelings of guilt, failure, coercion, and yearning to resume old familiar behaviors, individuals and organizations typically need a lot of support during this period. A sobering statistic: at any given time, only 10-15 percent of individuals or organizations in the process of change are engaged in the action stage.

Maintenance. During this stage, individuals and organizations work to consolidate their gains and prevent relapse. It is important that individuals and organizations remember that all merger experiences are different. Assuming a one-size-fits-all approach will not work! Instead, assess the group as individuals, to determine their stage of change. Go slowly. Anticipate backsliding. While the term “stages of change” suggests that change marches forward in a step-by-step, linear fashion, it actually occurs in a spiral pattern, meaning change comes in both forward and backward movement. This is normal and to be expected. Good leaders should educate their staff and clients about the inevitable spiraling nature of change to help counteract doubt, shame, and frustration about regressing to earlier stages.

 

All major change efforts have the probability of providing great opportunities for financial, organizational, and interpersonal growth. Designing the plan for change is the easy part. Implementing the plan effectively and gaining buy-in from all participants is where most leaders fall short. Take the time to assess your people as individuals, as well as in their teams. Know what to look for in advance. Understand the five stages of change and improve your odds of being successful.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 12:10 PM

08 28 2013

10 Steps to Personal and Professional Growth

Business Management Consulting, Business Success, Communication Issues, Corporate Therapy, Leadership Development/ Executive Coaching, Mergers: How to Manage Organizational Change

August 2013

1. Awareness 2. Dissatisfaction 3. Affirmation 4. Responsibility 5. Personalized Goal 6. Demoralization 7. Intention 8. Action 9. Self-Support 10. Sustained Change. An Established Habit

First, think of something you can do so well that you can teach another other person how to do it. Second, now think about the stages you went through on that mental and physical journey and the time it took to achieve your current proficiency. Third, now apply that understanding to this article and your professional career.

Anyone who has attained a certain level of proficiency in any endeavor, whether that be in a professional business setting, in academia, or in various sports and hobbies have all gone through and experienced a similar ebb and flow of struggle and growth. I have outlined these stages so that one may know how to more reliably attain the goals you have in your mind.

1. AWARENESS

Awareness of existing behavior, including thoughts, feelings, images, sensations and actions that are experienced as problematic: For example:

A. Catastrophic thoughts: e.g., “If I express my true ideas and opinions my colleagues or superiors will think I’m stupid.” …..Or my VP’s, supervisors and staff won’t think I know everything and will not have faith in me….. or will try and take my position.” B. Distressing feelings: e.g., anxiety, depression, guilt, etc. C. Disturbing images: e.g., an image of yourself as ineffective in your position, unsuccessful leader or a poor decision maker. (this is also known in the early stages in one’s career or promotion as the “imposter” syndrome). D. Discomforting sensations: e.g., generalized anxiety, headaches, shoulder, stomach or back pain etc. E. Ineffective actions: e.g., procrastination, inhibition, ineffective communication (listening and/or speaking), poor decision making skills, poor managing or leadership qualities.

(I have worked with experienced Presidents, CEO’s and other leaders who were technically capable yet inadvertently unaware and on their way to, or currently in the midst of, sabotaging their organization and subsequent careers because of their “blind spots” and fear of working with someone through them.

2. DISSATISFACTION

Dissatisfaction with present behavior: This can either produce motivation for change or the extinction of awareness through various psychological and/or outside influence’s or “distractions.” e.g., denial, obsessive compulsive behaviors, excessive alcohol & drug use etc.

3. AFFIRMATION

Affirmation of your present behavior’s original survival value: People will often justify the present behavior as needed or valued. I had a client who was a very smart woman and valued her ability to “multitask.” Yet her directors and staff saw this behavior as not valuing them, being distant, and not involving them in decisions. Inadvertently, projects fell through the cracks because she would often “forget,” communication between her departments became more strained because they all needed to stay on her “good side.” She did not fully comprehend the gravity of the situation until the President asked me to work with her and her division.

When this affirmation step is omitted, people frequently undermine (Sabotage) their motivation for change with self-blame or “finger-pointing” e.g., blaming others.

For example, let’s look at the two possible scenarios. Inhibition, placating, letting others always have their way (non-assertiveness) might have been an affective technique for a ten year old child when dealing with a harsh and critical parent. Conversely, the other extreme can be just as damaging as when that child took the abuse at home and then redirected that anger toward others.

As an adult these symptoms can play out as: a person needs to be the center of attention and rarely allows others a voice, unreasonable expectation of others, requires excessive attention/admiration, lacks empathy, envious, or has a sense of entitlement. As you can imagine and have no doubt experienced, a professional manager, Vice President or CEO with these tendencies can sabotage an otherwise successful team, department and/or career. Working through this step is integral in establishing a strong sense of self and an intrapersonal attitude that is conducive to professional growth, self improvement and change.

4. RESPONSIBILITY

For instance, some people in the workplace may have a “chip” on their shoulders. As a result, and as the previous example disclosed, their personal thoughts can be punitive and harsh as can their behavior toward others. Their actions can also be either too kind or too harsh given the reality of the situation. As a result, they are ineffective and cause themselves and others grief and the organization time and money with the bottom line being they come across as victims displaying some of these behaviors (e.g., attention seeking, need for admiration and lack of empathy, feelings of inadequacy, submissive and clinging behavior or preoccupation with orderliness, perfectionism and control). On the surface the symptoms may appear to be diametrically opposed, however, the underlying issue is the same and resolution to this challenge is to take personal responsibility for one’s life (not blaming oneself or others). This must be a major first step toward becoming a more satisfied individual, an appreciated co-worker and a successful leader.

The examples below highlight the difference between a person which allows the “victim” mentality to have control and a person who is being responsible, taking an active role in their thoughts and applying personal growth strategies:

A. Responsible position: “I feel depressed because I’ve “bought into” the belief that I don’t deserve to feel good about myself.” Victim position: “I feel depressed because nobody seems to care.” B. Responsible Position: “I have a point that will add clarity to why our marketing penetration is off by 7%, but I will wait until Gloria is finished speaking before I present my findings.” Victim position: Gloria is constantly talking and not saying anything useful, I’m going to interrupt her and present my data now. It’s more important anyway.” C. Responsible position: “I haven’t been willing to assert myself because I tend to doubt myself when others disagree with me.” Victim position: “I haven’t been able to assert myself because I keep getting shot down”

5. PERSONALIZED GOAL

Set an achievable goal, that is, a change that is under one’s own control rather than dependent on someone else’s approval. Trying to gain another’s approval may be regarded as a desire (or want), but not a personalized goal which is under one’s own control. Focusing attention and energy on personalized goals increases one’s sense of personal power. Conversely, focusing primarily on desires or approval by others tends to increase one’s sense of powerlessness and vulnerability. Some examples are given below:

A. Personalized Goal: ”I’d like to reprogram the belief and overcome my anxiety of speaking up in meetings. Desire: “I want others to care about me so that I won’t so scared to speak up in meetings. B. Personalized Goal: “Effective leaders set the example and are respectful of others, when Gloria is finished I will tie her ideas into my new data so she saves face and the group gets the updated information required to hit our marketing target of 12% penetration. Desire: I am the Executive VP and I should be able to interrupt at anytime to present my information and move these meetings along. C. Personalized Goal: ”I’d like to support myself in the face of other’s disagreement so that I am willing to express my ideas and opinions more assertively during our meeting.” Desire: “I’d like to have my colleagues accept me so that I can express myself more assertively.”

6. DEMORALIZATION

Frustration and demoralization often occur at this stage when one discovers that steps 1-5 do not automatically produce change. There is often a mental struggle going on inside of you where one part is wanting to quit, but the other knows that if you work through this “stage” then success will be forthcoming.

Example, Think of any previous success you have enjoyed whether that is sports related, academic achievement or any act that made you “endure” over a period of time. If you draw on the mental processes, steps and strength it took to achieve that milestone or success then, you no doubt, know the next steps you must take at this cross road. In essence, revert to what you know and have been successful at (the processes, concepts and struggles that were needed) and apply them to this particular challenge.

7. INTENTION

A strengthened resolve to give the goal implementation process vigilant attention is required at this critical stage. This is the step at which one’s personalized goal is translated into an intention to change. An intention to change doesn’t guarantee change; however, it does have more action potential than wishing or wanting to change.

“Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation, there is one elemental truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.

All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issue from the decision, raising in one’s favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would have come his way.

I have learned a deep respect for one of Goethe’s couplets:

‘Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.’”

-W. H. Murry from the Scottish Himalayan expedition to Mt. Everest

8. ACTION

One’s intention is then translated into specific action steps. These steps must be intentionally repeated, over and over again, until the new behavior begins to be expressed automatically. This frequently takes more time and attention than people are willing to devote.  But success is assured to those who persevere and apply sound Problem Solving, Decision Making and Implementation skills.

9. SELF-SUPPORT

Learning to support yourself through the period of vulnerability that occurs right after one lets go of the old familiar pattern of behavior and up to the point where one begins to feel secure with the new behavior or habit. One must model consistent mental and physical behaviors until which time the “experimental behavior” is firmly established, thus requiring increasingly less attention to maintain the change. A personal or professional mentoring group can be very helpful at all stages but especially this stage. Think of them as your personal “Board of Directors.” Corporations have them, why not you?

10. SUSTAINED – CHANGE

Congratulations. You have successfully completed your personalized goal. Now apply each step of this process to the small and large challenges that life presents to you each day and a happier more successful life will be yours as the old unhealthy patterns slowly fall to the wayside and the new patterns build up momentum and show themselves to you in ever self-fulfilling and profitable ways.

“10 elements of Intentional behavior Change” was originally developed by Dr. Joe Russo and stemmed from the work of James O. Prochaska of the University of Rhode Island and colleagues who developed the Transtheoretical model beginning in 1977 . I morphed these time tested behavior modification techniques and have applied them to the corporate environment for individuals and organizations who want to achieve “sustained change,” not just read about it, go through some idealistic steps and pretend change has occurred, when in reality, it has not. If one aspires to achieve extraordinary results, then extraordinary thoughts, behaviors and actions are needed. Are you ready to start?

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 11:56 AM

08 28 2013

US versus THEM, Incorporated

Barriers to Effective Communication, Business Management Consulting, Communication Issues, Conflict Resolution, Corporate Therapy

August 2013

Overview

An overwhelming majority of organizations have inadvertently created “us versus them” cultures. These organizations have turned much of their focus and resources away from serving the customer and directed it toward in-fighting and power struggles. Businesses I work with often have good products and services, but are on the brink of going out of business or have had a history of losing significant market share and revenue because of such a culture. Oftentimes, these losses are not caused by the poor economy or stiff competition, but are actually self-inflicted and caused because of conflict or what I call the “US versus THEM” culture.

The “US vs. THEM” Culture

In essence, people who work in the “US Versus THEM” cultures do so out of necessity. Their day is often focused on the internal problems of the organization rather than providing better customer service, product improvement, and increasing revenue. Oddly enough, these people have the best of intentions, but over time, problems get worse and things start to go downhill very fast until staff and management are reduced to finger-pointing, blaming, and incessant gossiping. Do the following statements sound familiar?

  • “They have no idea what they are doing and we constantly have to do work over because they didn’t plan well. Why doesn’t management ever ask our opinion?”
  • “The last person who gave her honest opinion was picked on by the boss until she was forced to quit.”
  • “I wish I could get my employees to follow-through on projects and think for themselves.”
  • “We just lost eight more employees. Why do people keep quitting after we spend all that money training them?”
  • “Who am I going to promote to manage that department? I don’t have anyone decent to choose from.”
  • “My boss doesn’t know how to manage and build people up; all he knows how to do is tear people down and berate them.”
  • “They want us to do more work, we have less people then we did three years ago. We simply don’t have enough time.”

“They” and “Them”

When working within organizations, I have never met “They” or “Them.” In fact, there is no “they” or “them;” only “us.” So, if you find yourself in an “Us versus Them” culture, get off the fence of indecision, quit griping, and do something about it. Basically, you have three choices:

  1. Choose to stay and learn how to make the best of the way things are.
  2. Choose to leave and find a better environment to work in.
  3. Choose to help change and improve your organization. In other words, be part of the solution.

Choosing the Best Path

If you choose to stay and make the best of it, know that it is a choice you are making and be content with that choice.  Accept your situation and look for positive aspects. For instance, today find five things you like about your company, the product, or the people. Yes, this will be hard, but what choice do you have? You decided to stay.

If you choose to move on, do it within three months. Or, choose to improve your skills or education, and then make the job change within 6-12 months. Yes, it may be inconvenient, but you decided to leave, so do something about it.

If you choose to help the organization improve, it doesn’t matter what your current position is. Isolate the top 3-5 problems in your department, make a plan and offer solutions. If you don’t start the process, who will?

“US” vs. “Them” can become “We are a profitable, winning team and loving it.” The choice is yours.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 9:51 AM

08 21 2013

How to Lead Profitable Productive & Efficient Meetings: A Quick Guide

Business Success, Communication Issues, How to Lead Profitable Meetings

August 2013

How to Lead Profitable Meetings

This is where you are, but… THIS is where you WANT to be…
  • Meetings end with unspecific goals.
  • Vague timelines make people wonder who is going to do what and by when.
  1. Meetings are planned more effectively for better results.
  2. Achievable and measurable goals are clearly defined.
  3. Effective meeting facilitation skills are the norm.
  4. Specific timelines with clear responsibilities are the norm.
  • Employees dread attending meetings.
  1. Break-out sessions are used effectively to reduce meeting time and maximize results.
  2. All participants are encouraged to contribute and provide value.
  • Meeting participants don’t feel heard or valued.
  1. A safe environment is created.
  2. Norms and rules for resolving disagreements are established and followed by all participants.
  • Participants rarely contribute their honest ideas and feelings.
  1. The value of pre-meeting assignments is clear.
  2. Roles for participation are defined for all.
  • Participants have different interpretations of what was said and agreed to.
  1. Flip charting and note taking techniques to summarize and get consensus are the norm in all settings.

 

Unsuccessful and unproductive meetings are a waste of your organization’s valuable time and resources. Creating a productive and goal-oriented environment for your business or executive meetings is singularly one of the most valuable tools you can implement for your organization.

Successful leaders, executives and managers stay focused on how they can stay on course and continue to execute on the strategic & business Plan. Therefore, roughly 10-20% of time spent in meetings should be dedicated to looking at your strategic plan, business plan, vision, mission statement, or core values and discussing with participants how you and they intend to apply these principles so they positively impact everyone’s decisions, actions, statements and behaviors. At first this WILL seem cumbersome. But it is the only way to stay “on-course.” most executives and managers are ACTION oriented and believe the fire directly in front of them is of most importance. (If this belief is plaguing you and/or your executive or management team, you are fighting a losing battle and you know it). Get ahead of the curve and you will be able to lead proactively rather than reactively. A great fist step in this process is to make the most of everyone’s time and improving meeting productivity is usually where you will find the lowest hanging and sweetest fruit.

If you have tried these or similar (conferences, books, coaching, etc) steps before with limited results, you don’t have a meeting process problem you have a people, conflict or cultural issue. In that case, please contact me so we can dig a little deeper into the real problems and partner on finding solutions to these and not get sidetracked with superficial symptoms. Kelly@InternalBusinessSolutions.com

For a more exhaustive list regarding meetings, please go to http://www.internalbusinesssolutions.com/advanced-productive-business-meetings-protocol/?preview=true&preview_id=1318&preview_nonce=1fd9c6970a

Purpose of the meeting?

  1. What is purpose or outcome you intend this meeting to produce; the end-result? The purpose should state why the meeting is needed.
  2. Discuss clear objectives/challenges. Come prepared with all relevant information or better yet, email it prior to the meeting so people can have time to prepare (discussed at the bottom of this paper titled Pre-meeting assignments).
  3. Discuss possible options
  4. The group or leader (depending on your executive culture) decide on the best option given time and resources
  5. One person is given the task to carry out the functions and is 100% accountable for its completion in the given time frame provided. Special note: all executives are responsible for its success, but this one person is 100% accountable.
  6. A clear date and time will be given as to its final completion. If multiple stages are required, then milestone dates and times will be provided and met.
  7. Desired outcomes?
    1. Outcomes focus the meeting by indicating what information is to be shared and what decisions or actions need to occur.
    2. A clear and concise agenda preferably sent at least 24 hours prior to meeting.

Active Facilitation Strategies

Set ground rules so people know how to behave. It keeps the meeting focused. Example:

  1. Start & stop on time
  2. All participate. The facilitator should invite the quieter members to participate
  3. Challenge ideas instead of people
  4. One conversation at a time. Don’t speak over people
  5. We finish with a recap of who will complete what by when.

Pre-Meeting Assignments

Meetings are the biggest wasters of time in all organizations. Therefore, having participants prepared ahead of time and ready to discuss topics will ensure efficiency and productive decision making. Pre-meeting assignments are tasks done by participants in advance of the meeting. If you assign them abide by these rules:

  1. Explain why it is important
  2. Give adequate lead time
  3. Provide clear instructions (i.e., read and be ready to discuss, analyze, or provide us with a synopsis of this topic etc)
  4. Assign only if you intend to use it and then fully leverage the time and material

 

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 12:43 PM

08 19 2013

Customized Executive Assessment Coaching & Pre-Hire Selection Package

Business Management Consulting, Communication Issues, Corporate Therapy, Effective Performance Evaluations, Leadership Development/ Executive Coaching, Rapid Customized Executive Assessment Package, Staff Development for Profit

August 2013

 

This is where you are, but… THIS is where you WANT to be…
  • Assessment tools are so generic they produce non-specific and unreliable results.
  • No implementation piece results in rapidly fading benefits.
  1. Customized assessment tools produce results that are highly reliable and customized to your firm.
  2. Results will include specific feedback on individual strengths in key leadership competencies, as well as recommended areas for professional development.
  3. Long-term usability permits cost-effective repeat implementation.
  • There is no connection between assessments and ongoing training or staff development.
  1. A customized assessment tool and process for coaching and developing your executives are solidly in place.
  2. Return on investment can be clearly measured.
  • Assessment results are fun, cute, or random, rather than based on specific competency criteria.
  1. Your organization has clearly defined competency criteria.
  2. Your customized assessment process will assist the organization’s decision makers with predicting and selecting future executives who will be the best match for your departments or divisions.
  • Assessment data do not inform decision makers in ways that support the organizational goals.
  1. Your assessment process creates a road map of information. When used by your organization’s training department or Board of Directors, it will accurately inform decisions about diagnosing, planning, and delivering highly specific and relevant training opportunities needed by your entire executive team.

 

Our customized approach to assessing the developmental needs of your management team is designed to provide you the essential tools for choosing new executives and defining the strengths of your current executives.

Our approach is unique in that we assess executives not just by looking at isolated traits, skills, and interests from a battery of generic assessments, but by analyzing actual behaviors, thoughts and patterns such as the dynamic interplay between the executives he or she will be working with, the culture he or she will be required to become a part of and the organizational setting including behavioral expectations, pace and stress factors. Research has shown that this approach is much more cost effective than having to “terminate” or “live-with-it” later. This has proven to be a vital step in assisting an organization to build its successful executive community.

Benefits to Executives

Our package includes an assessment of your current executive team, your culture and spoken and unspoken values; (on rare occasions depending on the type of organization and people within it; personality tests), face-to-face interviews, observations, and group as well as one-on-one feedback sessions. The specific recommendations that emerge from my assessment reports benefit both the individual being considered, the current executive team and the organization:

  1. Leadership chooses the correct personality for their specific type of executive team, culture and organizational objectives.
  2. The leadership team looks at skills and work history. I observe behaviors and look past the conscious verbal answers into the deeper and more elusive yet honest subconscious. It is here where we will significantly improve our odds of understanding how they work, make decisions, lead and manage people, deal with stress and communicate.
  3. Candidates as well as current executives make immediate positive adjustments to their leadership and management skills and style.
  4. Team leaders use results to achieve their objectives and create a clear, long-term road map to improve overall management skills, collaborative methods, and leadership qualities.

Contact me now so we can discuss your challenges, refine your objectives, and zero-in on your options: Kelly@InternalBusinessSolutions.com

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 7:07 PM

08 19 2013

Profitable & Improved Staff Development

Business Success, Communication Issues, Conflict Resolution, Corporate Therapy, Improvement, Leadership Development/ Executive Coaching, Staff Development for Profit

August 2013

This is where you are, but… THIS is where you WANT to be…
  • No buy-in and no follow through from participants once they return from a workshop or training.
  • Trainings are ineffective or off-target and result in poor recall on Monday morning when trying to implement the new skills.
  1. People deeply understand and buy into the training because they were involved from the beginning. They support that which they helped create.
  2. Follow through over time is more consistent.
  3. Better information retention; a “learning environment” is created by staff where all continue to train and teach each other.
  • Workshop training manuals get shelved, forgotten, and collect dust.
  1. Participants refer to training manuals and rely on them as valuable resources.
  • Training or team building is like a doughnut (enjoyable, but with no lasting nutritional value).
  1. Consistent innovation moves people to take action and create new habits.
  2. A greater return is received on every training investment dollar.
  • The training is “off the shelf,” one-size-fits-all, or so generic it doesn’t translate well to our particular people and their specific challenges.
  1. Trainings are specifically designed for our objectives, our culture, and our people so that individual and organizational growth can be measured and maintained.
  2. Participants are taught how to overcome daily challenges and integrate information.
  • We want to utilize the information, but work and pressing issues dictate our priorities.
  • We just don’t have time right now.
  1. Trainers don’t leave after one day. They partner with the organization to ensure long-term learning and return on investment is received.
  2. Morale is higher and more consistent.
  3. Prioritization is improved.
  • We don’t know how or don’t take the time to implement staff development because our culture/industry/business is unique.
  1. Training is designed specifically for us from A to Z. Implementing the information is part of the training process and our people grow consistently over time as a result.

You May Want to Ask Yourself These Questions:

  • How do we establish or reestablish trust? Are you ready to improve and add extra strength to the back-bone of your organization?
  • How do our people communicate? How can we really improve communication, goal setting and execution so our people and departments GET RESULTS and we actually utilize all of our resources, people and departments as a UNIFIED whole toward specific objectives.
  • Where are we now and where do we all want to go? How can each member of our organization help to improve our bottom line and why should they?
  • Is any of this even possible?
  • If someone told me it was, would I believe them?
  • If I did believe them would I take the two  minutes out of my busy day and do anything about it? would I call, text or email?

Profit from the inside out. I specialize’s in designing employee development programs tailored specifically for your staff and you. I provide you with the necessary training and tools to ensure that your staff continues to teach itself, monitor itself, and show improved results long after I have left.

Are you getting the best out of your employees? If not, then take steps to improve your organization by investing in an employee development program.

Make no mistake about it: all your closest competitors have good R & D… They have access to financing and resources, and they are training their people. The only resource which separates you from your closest competitors is… YOUR PEOPLE… SO INVEST IN THEM EFFECTIVELY.

All organizational challenges will ultimately be solved by and through your people! Whether your challenges are technical, financial, or in some other domain, these challenges will always hinge on human communications and processes. Understanding and improving communication is hugely important to your organization’s survival and success, because the bottom line is: it’s YOUR people who will ultimately take YOUR organization to the next level.

Important considerations for employee development:

  • Urgency and energy are produced to create a new future.
  • Broad participation quickly identifies performance gaps and their solutions, improving productivity and customer satisfaction.
  • First tackle the larger issues or conflicts that are tying up your organization’s time and effectiveness.
  • Alleviate stress and you emphasize camaraderie.
  • Employee morale will soar higher and stay more consistently positive through employee development; when employee’s morale is high, areas of need will be addressed more quickly and effectively, so problems won’t fester under the surface and get out of control.
  • Encouraging employee feedback on business challenges will help people grasp issues.
  • Employees will become aligned around a common purpose and will create new directions, because they understand both the difficulties and the opportunities of change and growth. In short, employee development creates “ownership.”
  • Lastly, it is virtually impossible to have satisfied customers and dissatisfied employees. Everyone knows when a clown has makeup on and your customers know it when your employees are faking the smiles. So quit insulting them, because in this competitive age they WILL shop you.

In essence, when employees realize that they have some semblance of control and are being heard, the company, the leadership, and the employees all benefit. Thus, it is through this improved communication and shared purpose that the value of employee development truly begins to sink in for all stakeholders. This is when your team will take your organization to the next level. Through employee development, you are guaranteed lasting commitment and support of your strategic plan and your company vision! Kelly@InternalBusinessSolutions.com

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 6:22 PM

08 19 2013

How to Improve Employees’ Functionality by Improving Internal Customer Service

Barriers to Effective Communication, Business Management Consulting, Communication Issues, Conflict Resolution, Corporate Therapy, Improvement, Mergers: How to Manage & Coach People Through Change, Project Implementation: How to Create Ownership, Staff Development for Profit

August 2013

Moving our bodies from point A to point B requires the use of our two legs working together to achieve this simple task. If one or the other of the two legs does not fully support the body, or if one does not make a full and even stride, then the act can be diminished by varying degrees.

The metaphor holds true for your organization and its internal customers as well. Internal customers are those people who make up the other departments that work with you inside your business. For example, accounts-receivable, sales, production, finance and marketing are each other’s customers. For your organization to function smoothly, people among departments must communicate clearly, organize tasks and timelines, and implement or take “action” on these tasks.

The more effective people are at serving each other, the smoother their processes will be, and they will achieve better results (i.e., production, efficiencies, and profits). Likewise, the more efficient a person is with “leg movements,” the better they will be at walking, jogging, and even running. If they take this act seriously and become expert in this area, they may even end up running faster than others, which is, of course the objective in business — outpacing the competition.

Here are suggestions on how to provide stellar internal customer service:

1. Be aware of what you think about yourself and others. Behavior follows thought. Are your thoughts helping you and building you up, or are your thoughts hurting you and making circumstances more difficult? Practice self-respectful thoughts.

2. Communicate clearly and often. Ask for clarification when you are unsure of what is conveyed through verbal and non-verbal means.

3. Talk face-to-face or by phone to others instead of using e-mail. The benefits of this process far outweigh the time saved by using e-mail. Too much e-mail can be a “crutch” and seriously impact the fluidity of a group of people working to achieve common goals.

4. Conduct department-to-department staff meetings so that people can ask each other for information, clarification and process refinement, etc. It’s like “speed dating” for departments. For instance, gather staff from each department and give those people 10-15 minutes to ask people from another department for what they need or could provide to make their processes or organization function more smoothly. In other words, this is what we need from you. What do you need from us to make your jobs easier, more effective and fun?

Prioritize these ideas, assign who will do what by when, and then monitor in thirty days to determine results and make adjustments. In fewer than 60 minutes, the people in both departments will have gathered tons of precise information and a new outlook on their colleagues.

5. Talk about the white elephant in the corner that everyone knows about and talks about in their “cliques” but doesn’t address directly or in formal meetings.

These “TABOO” topics are the “real problems” that keep departments and companies from running faster than they currently do and could if they learned to overcome them.

Everyone knows about these white elephant topics and the professional “manipulators”, so the quicker these topics are brought to the table the quicker the organization can find solutions to them and move forward. I am not saying this process is going to be fun. All I’m saying is that I’ve done this HUNDREDS of times and in every case 99% of the people are much more productive and happier. and as a result, the organization can dump the anchors and start moving swiftly again. (the one percent that aren’t happy are the manipulators that either have to change their game to get along or are forced out).

This part of the process is often very difficult to decide on and implement. But like surgery, everyone is much healthier after the fact and the business and people within it will fly once this ball and chain topic or person isn’t keeping it grounded.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@CorporateTherapist.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 2:42 PM

08 19 2013

How to Create an Office Environment where Change Initiatives can Flourish

Business Management Consulting, Business Success, Communication Issues, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

Aug 2013

How to create an office environment where change initiatives can flourish

This is where you are, but… THIS is where you WANT to be…
We find ourselves re-doing our project plan and spinning our wheels. People are not working as a team. Increased cross-functional collaboration and communication. Higher degrees of participation from all members, at all levels. Less “failure work;” problems solved the first time.
People within and between departments are not communicating well. Creativity and synergy are poor or non-existent. Employee morale is down; absenteeism and attrition are up. Higher and more consistent morale. A high level of creativity and discovery are generated. The benefits of diverse thinking and multiple perspectives are captured in the moment. Valued staff and customers are retained.
Customer retention rates are sliding due to loss of key employees and our directional changes. Improved image of company or division within industry or community. New ideas and solutions to solve difficult problems.
Current systems and processes are generally less than optimal. People seem paralyzed about what steps to take next. People have initiative and take action. A professional, safe and encouraging work environment exists for all. People feel safe to challenge the status quo; existing beliefs about how the organization works and new ideas about how to improve the organization are stimulated. Discussions on positive change and finding creative solutions to new problems occur formally and informally. The focus is on maintaining a learning organization approach.

Achieving a Positive Change Climate

Charles Darwin theorized the fate of a species was determined by how “fit” it was. Interpreting Darwin’s statement, one might think that only the strongest or the fastest species would survive. But, this would not be an accurate interpretation of his theory of the fittest (especially when it comes to the defining the most “fit” in the business world).

Actually, it was neither speed nor strength that Darwin was referring to when he spoke of fitness. Rather, it was the adaptability of a species that would determine its fate. Similarly, evidence indicates that, just like in the animal kingdom, the survival of the fittest in the business world comes first to those who are able to change quickly and effectively in spite of tumultuous times in which cultural, environmental, and interpersonal changes are fast, fierce, and at times furious.

Organizational Change

To successfully navigate through change, it is essential that leaders, managers, and all employees gain an appreciation of one another’s challenges and needs. This vital first step will help to unify them as a team.

Second, the executives and managers need to identify and clarify for themselves and each other how they can help the organization achieve a more open climate; one which encourages an honest assessment of the situation, not one which merely seeks to puff leadership egos. When conversation is facilitated properly, employees will feel safe and be encouraged to share their insight. These are the hall-marks of creating a positive change climate. Are all of your employees confident enough to provide input on delicate issues or do they hold back and smile, or worse, share what they think leadership or management wants to hear? In either case, if people don’t feel safe enough to speak-up and try to help the department or company solve problems then leadership is driving partially blind and undercurrents of fear and chaos are actually controlling and driving your company!

Third, it is necessary to discover specific ideas (and belief systems) held by all your employees regarding change. Leadership and management often fail to recognize that outstanding ideas for improvement already exist in their people. If your employees are frustrated, obstinate, and difficult it may because they care and want to help but leadership doesn’t value their input. As a result, your employees have given up and….you have taught them to give up because of your silence, snide remarks, and interruptions. yes, they will smile and nod because they must keep their jobs but they are not working with or for you.  If any of this sounds familiar or upsets you……Congratulations, awareness is the first step. The second step is to call me or another specialist who can help you re-align your organization into an effective, fun and profitable company.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@CorporateTherapist.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:16 PM

05 07 2013

Silence is Deadly

Barriers to Effective Communication, Communication Issues

I had been working with a group of managers and their director on preparing for some major restructuring within their large school district. A lot was going to be happening very soon and we wanted to be prepared. We all knew too well, that once it all started, any problems would be costly and would be played out in the local newspapers. As we approached this challenge, I noticed some uneasiness and quiet maneuvering surrounding two managers. I knew we couldn’t go on unless we addressed this covert problem.

It turned out that a couple of years earlier, these two managers had had a significant disagreement and, since then, they had stayed away from each other whenever possible. But, even with their attempts at careful avoidance, their once covert friction had grown loud and developed some teeth. We didn’t need internal sabotage in our mix. There were enough issues to deal with without adding this subterfuge. And, too many other employees sincerely cared about these two managers. Loyalties would be strained if these two formidable players squared off. We had to resolve this quickly so that we could go into our restructuring free of clutter, and with a crystal clear and mutually accepted vision.

I talked privately with these two managers and encouraged them to take the lead to resolve this matter. I suggested they use a structured, problem-solving approach to discuss this topic in front of their departments and the whole group, so that neither gossip nor misunderstandings would follow. They agreed. A whole group meeting was set up with my facilitation. Then, each taking turns, they each told their side of the story. As usual, they each harbored many misperceptions that needed to be cleared up. Clarifying what had happened, what had been said, and what had been meant was essential. Many misunderstandings were cleared up once and for all for all present. Some issues needed additional time and resources, so they were tabled to be addressed at a later time. When appropriate, the group joined in to lend support and clarify their own misperceptions and to squelch rumors and gossip, as well. This meeting didn’t take more than forty-five minutes, but it was invaluable for bringing this team together and helping them learn how to REALLY communicate. Loud and clear this session modeled two values they later chose to guide their group as a whole:

We agree to face challenges sooner rather than later.

We will always work as a team toward our agreed upon objectives.

Clarifying these values was especially important given the gravity of the challenges that lay ahead. We were embarking on one of the biggest restructurings this district had faced in many years. As a result of the problem solving meeting with all members together, the whole team became closer and learned to communicate much more effectively. From then on, as we all began to prepare our plans and contingency plans for the restructure, we had the strength of “all hands on deck,” which was good, because we needed each and every one of them.

When the final decision to begin the restructuring process was made by the school board, this department had their plans and contingency plans firmly in place. Each person knew his or her role and was ready, willing and able to get the job done. There was no lost or wasted time on unfortunate communications problems or cumbersome baggage to impede their work. As a result, their role in the restructure went very smoothly.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 3:36 PM

05 04 2013

Improved Communication: Check for Understanding

Barriers to Effective Communication, Communication Issues

August 2013

Throughout history, many great communicators have mused about how difficult it is for people to effectively communicate — even those who speak the same language! Some scholars cite how subtle differences in age and style can potentially create real challenges in successful communication. Case in point might be the stereotypical communication challenges faced between teenagers and parents, husbands and wives, conservatives and liberals. These same kinds of communication issues appear in the work world, as well.

I was asked to work with a director and one of her high level computer technicians. This technician was responsible for a major account significant to this director. This technician had the ability to accomplish his work successfully, but it seemed he was horrible at communication and customer support. These two areas of deficit were greatly jeopardizing this major account, not to mention putting the tech’s continued employment in question.

The director, the technician and I sat down for a meeting to see what could be done to clarify the communication and customer service issues. The director spoke very clearly about what she expected of the technician when he met with the clients and when he interacted with others (both clients and colleagues). The technician nodded in agreement and said that he understood the gravity of the situation. He said he understood what he was doing wrong and assured his director that he would “improve.” After they were finished discussing the communication and customer service issues, and the detailed procedures the director had clarified for him, I asked the technician what his next steps were going to be to improve his standing with the clients on this major account. He looked at me and said, “I have no idea.” The director looked dumbfounded; her mouth was literally hanging open. She was without words. She believed she had been very clear. She believed the technician had nodded in agreement to all of the well-thought out plans she had presented, yet clearly now he didn’t know what his next steps should be. This was an example of an unsuccessful communication event.

I further asked the technician a series of questions and led him through the necessary steps, in his mind, using his metaphors and word choices. We essentially created his game plan in a manner that he could comprehend. We clarified expectations, created measures of success, and established timeframes. With that now visually and firmly in his mind, he was able to summarize his next steps. The technician left the meeting relieved. Over a reasonable period of time, evidence indicated that this technician had indeed learned some new communication skills and his customer relations had improved accordingly.

At the conclusion of the meeting with the technician, the Director and I spent thirty minutes debriefing. We discussed different learning and management styles. She was amazed how her message which had been so clearly intended and what she thought was so clearly sent, was not the message received or understood. This realization was a profound one for her. She vowed to check for understanding more often and especially when she interacted with this technician. She wanted him to succeed and had never seen the role she had played in the breakdown of communication between them. She saw how, as the person delivering a message, she had the responsibility to be sure the message had been received and understood. In the case of the technician, she needed to reframe her message in terms that made sense to him, ask him to summarize it back to her, and then review his next steps, so both she and he would leave the communication event with the same understanding. Although she had believed herself to be a skilled communicator (and by many measures she was), she learned that in this isolated event, she had needed a new set of communication skills. She foresaw how she could also generalize these new skills with other people and different situations. She had added another strategy to her repertoire of positive communication skills, one that would help her to be a better leader in the future.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 3:37 PM