Over the years, many types of leaders have been identified. We have charismatic leaders, coach leaders, bureaucratic leaders, Machiavellian leaders, democratic leaders, authoritarian leaders, yadda, yadda, yadda. Like I said, dozens. Who can remember all that?
in reference to:
"Over the years, many types of leaders have been identified. We have charismatic leaders, coach leaders, bureaucratic leaders, Machiavellian leaders, democratic leaders, authoritarian leaders, yadda, yadda, yadda. Like I said, dozens. Who can remember all that?" - Service Excellence: Are You a Builder or a Climber? (view on Google Sidewiki)
Over the years, many types of leaders have been identified. We have charismatic leaders, coach leaders, bureaucratic leaders, Machiavellian leaders, democratic leaders, authoritarian leaders, yadda, yadda, yadda. Like I said, dozens. Who can remember all that?
As one who believes simpler is better, I've boiled down all those styles to two basic types: Builders and Climbers.
Builders do just what their name says: They work to build a solid organization. They invest in their people. They want others to improve their skills. The keep the blueprints in mind and stick to them (parallel: company Vision/Mission statements) so no extraneous projects take over the schedule. Also, they keep an eye on quality because they know whatever they leave behind them will be a direct reflection on them.
Climbers are different. Like Builders, they want to achieve, but they're concerned about padding their own resume, not anyone else's. They seek the limelight, often at their coworkers' expense. In fact, they think nothing of standing on the backs of coworkers if they can get away with it. Climbers are often talented, but they use their talent to further their own career, not to build up the organization or others around them.
Climbers may look at the blueprints, but only to plan their next move. They're daring and aggressive. Their focus is on how they look, not on how the team performs. Also, they don't care what happens to an organization after they leave. It's "not their problem."
Frankly, I think it's safe to say that Climbers are selfish.
But here's an unfortunate problem: Many who are Climbers perceive themselves to be Builders. Even more unfortunate, this misstep in self-awareness is especially common at the senior levels of an organization. Ask people at the C-level if they're Builders or Climbers, and chances are good you'll hear "Builders."
Ask the next level of managers that same question, and they'll tell you they, too, are Builders. But ask that second level of management about the C-level and you'll hear something like "Oh my! Are they ever Climbers!"
The same phenomenon occurs as you inquire down through the management chain. Each level sees themselves as Builders, but those higher on the org chart are usually described as Climbers.
Since the only person we really have control over is our self, might I suggest that each of us stop and look within?
Warning to Climbers: This can be a difficult self-assessment, because Climbers easily rationalize how their efforts help the team. Accordingly, they see themselves as Builders.
Perhaps a few questions can help cut through any fog. Here are ten self-confrontation questions that can give you a clearer view of reality.
These are simple yes or no questions, but be ruthlessly honest with yourself. Your answer to a question might be "yes" 40 percent of the time, but that means you answer it "no" 60 percent of the time:
1. Do you encourage and even help other people work toward the same professional growth activities that you choose for yourself?
2. Do you sacrifice your time in the spotlight to train others to be better at what they do?
3. Do you ask for help on projects – and share the credit when accolades come?
4. Do you truly enjoy giving a boost to someone else's self-esteem?
5. Do you prioritize looking for ways to solve problems over looking for someone to blame?
6. When someone comes to you with a problem, do you listen more than talk?
7. Do you share new knowledge and information with those around you?
8. Do you look for ways to help others be better at what they do?
9. When things go wrong, do you take responsibility as quickly and to the same degree as you take credit when things go right?
10. When you do something for others, is it done without expectation of something in return?
If you can answer "yes" to these questions, chances are you are a natural Builder.
If you can answer yes to most but not all, that's a good sign, but there are still areas for improvement.
But if you answer "no" to most or all of these questions, chances are you're a Climber and you are unaware of the negative impact you have on your company. It's been my experience that some Climbers sincerely want to become Builders and genuinely contribute to a cause bigger then themselves.
If that's you, then revisiting the ten questions listed above is as good a place to start as any.
This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.
Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!
con referencia a:
"This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!" - Service Excellence: Working Towards What you Already Have (ver en Google Sidewiki)
This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.
Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!
An American investment banker was at the pier of a small coastal Mexican village when a small boat with just one fisherman docked. Inside the small boat were several large yellow fin tuna. The American complimented the Mexican on the quality of his fish and asked how long it took to catch them.
The Mexican replied, "Only a little while"
The American then asked, "why didn't you stay out longer and catch more fish?"
The Mexican said, "with this I have more than enough to support my family's needs."
The American then asked, "But what do you do with the rest of your time?"
The Mexican fisherman said, "i sleep late, fish a little, play with my children, take siesta with my wife, Maria, stroll into the village each evening where I sip wine and play guitar with my amigos. I have a full and busy life."
The american scoffed, "I am a Harvard MBA and could help you. You should spend more time fishing: and with the proceeds, buy a bigger boat. With the proceeds from the bigger boat you could buy several boats. Eventually you would have a fleet of fishing boats. Instead of selling your catch to a middleman you would sell directly to the processor; eventually opening your own cannery. You would control the product, processing and distribution. You would need to leave this small coastal fishing village and move to Mexico city, the Los Angeles and eventually New York where you will run your-ever expanding enterprise."
The Mexican fisherman asked, "But, how long will this take?"
To which the American replied,"15 to 20 years."
"But, what then?" asked the Mexican
The american laughed and said, " That's the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become rich. You would make millions."
"Millions?.. Then what?"
The American said, "Then you would retire. Move to small coastal fishing village where you would sleep late, fish a little, play with your kids, take siesta with your wife, stroll to the village in the evenings where you could sip wine and play your guitar with your amigos."
Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology.
con referencia a:
"Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology." - Service Excellence: Making a Point!!!!! (ver en Google Sidewiki)
Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology.
Not long ago I traveled to the east coast to attend a special event and visit some relatives. A few days before I left, I dropped off some clothes at the cleaners and picked them up the morning I flew out. Over the years I've learned to pack light, so I took just enough clothes for the trip.
The afternoon of the special event I took my dress shirt out of the suitcase - only to find the shirt had shrunk. A lot. "I didn't eat THAT much for breakfast," I thought.
Because the shirt was 100 percent silk and dry-clean-only, it was fairly obvious the shirt had been laundered by mistake. I called my relatives to say I'd be late and headed to the shopping mall where I bought another shirt.
Deny, Deny, Deny
After I was back home I went to the dry cleaners and asked to see the owner. As I explained what happened, she asked no clarifying questions and did nothing to investigate the problem. She offered no apology. But she did sound like a broken record: "Impossible - it could not have happened here."
I reiterated the facts and then asked how a shirt could fit fine before coming to the cleaners, but afterwards the sleeves are suddenly two inches shorter.
Amazingly, she continued to deny that her store was responsible, and there was nothing she could do.
Win the Battle, Lose the War
I was going to ask for minimal compensation, but what really bothered me most was she didn't even apologize. I spend probably between $700 - $900 a year at this particular dry cleaners. It would have been really nice to hear her say, "I'm so sorry this happened to you. How much was the shirt? How about if I give you some of that back in laundry credit?"
I would have been fine with that, but she did nothing of the sort. Like I said, she didn't even apologize. All she did was deny.
As she walked away I stood there thinking I would be taking my business elsewhere.
Winning Back the Customer
Just before I turned to leave, an employee who had been hovering nearby came over and said, "Why don't you come back in the morning and talk with the other owner - her husband." That was all she said, but her voice tone and facial expression told me I'd probably get a different result.
When I came back to talk with the other half of the ownership team, I explained the situation and showed him the shirt's tag (which his wife wouldn't even look at). He said out loud, "100% silk. That's dry clean only."
The man apologized, stating it was obvious from the shirt's appearance it had gone through the laundry. He had me fill out a damage form and then compensated me even more than I'd requested. We parted on good terms.
As a result, I actually intend to continue taking my clothes to this cleaners. For a couple of bucks and an apology, this business will continue to receive $700 – $900 of my hard-earned dollars each year.
The Power of a Sincere Apology
I share this story because it illustrates the power of a sincere apology. It also outlines two ways to approach a problem: One method is effective - the other isn't.
The ineffective method is easy: Be pigheaded and refuse to see anything from the other person's point of view.
As the story illustrates, customers treated this way prefer to leave and not come back. And their money goes with them.
The effective method is not so easy. It involves being objective and listening with an open mind before making a decision. It may even require apologizing about a mistake.
The main point is that apologies are powerful. In fact, one restaurant owner I know makes it a point to apologize and then compensate customers who have legitimate complaints. He says those actions actually bring in more business, because people tell others about how professionally their complaint was handled.
Obviously we don't want mistakes to happen. But when a customer brings a complaint to our attention we have a choice. We can be arrogant and pigheaded, or we can listen carefully. And, if needed, apologize and make it right.
According to conventional wisdom, businesses must offer something unique in order to compete successfully, the rub is that this task is becoming more difficult as products and services become more similar.
con referencia a:
"According to conventional wisdom, businesses must offer something unique in order to compete successfully, the rub is that this task is becoming more difficult as products and services become more similar." - Service Excellence: Don't Be Unique Be Better (ver en Google Sidewiki)
