The truth about staff who can’t perform

Let me tell you a quick story. When I started my first job as an apprentice engineer, I quickly realised that some of my fellow apprentices shouldn’t be in the job. They just didn’t have the aptitude or ability for engineering.

Back in those days, and I don’t mean Victorian times, staff selection wasn’t very sophisticated. All budding apprentice engineers were interviewed by a foreman, and if he liked the look of you; you got the job.

I was lucky enough to be interviewed by a foreman who, in his spare time, was a Captain in the Boys Brigade. I was a member of another BB company; so guess what, I got the job. Neither I, nor any of my fellow apprentices were ever tested for our ability, or for any natural talent we might have, for engineering.

Resultantly, many apprentices shouldn’t have been there in the first place. However, most of them struggled on and qualified as time served engineers. The problem is, they didn’t turn out to be particularly good engineers. And, I also suggest; weren’t particularly happy engineers.

I’ve experienced customer service people who shouldn’t be let anywhere near a customer. Secretarial assistants who couldn’t spell or type fast enough; engineers who couldn’t read blueprints and plumbers who couldn’t plumb.

If you have someone in your team who is unable to do the job and is unable to learn, then you need to transfer them into something they can do, or advise and help them to find other employment. Now I know that may seem harsh and it’s not always easy or feasible to release people, however, you’ll never achieve your outcomes with the wrong person in the job. The business may suffer and you’re in great danger of de-motivating the other members of your team. They won’t want someone on the team who can’t do the job.

A client of mine realised that the customer service person, they’d recently employed, couldn’t handle the pressure of difficult customers and situations. They realised that training wouldn’t solve the situation, so they transferred her to a job where she produced quotations and didn’t have to speak to a customer.
What you need to do is get people who can’t do the job, into a job that they can do or get them out of your team.

I joined three companies as a manager and in each case I inherited team members who didn’t have what it takes to do the job. I’d usually find three categories of people in the teams - The first group were the ‘good guys,’ the ones I knew could do the job and wouldn’t give me any hassle. The second group consisted of people who needed a bit of looking after, watching closely and definitely some coaching.

The third group were the ones who didn’t have either the skills or the characteristics to do the job and no amount of training, or anything I could do, would change that.
I would often find that these people, due to their lack of success, weren’t exactly happy in the job anyway and were sometimes only too pleased to be transferred to another position.

I hear you saying - “easier said than done Alan” and you’re right. But the Motivational Manager needs to address these issues and ‘bite the bullet’ for the good of the team and the business.

2 Ways to Deal with Difficult Staff

Let me ask you a simple question; do you have any ‘difficult’ people on your team? One of the subjects managers ask me to speak about more than any other is: ‘How to Deal with Difficult Staff.’

As we all know; dealing with the good guys is no problem, it’s the difficult ones that give us the challenge.

You might disagree, but hear me out on this; in my experience as a manager, I found that there are very few really difficult staff. The people on your team don’t necessarily, think, look or act the way you do, but that doesn’t necessarily make them ‘difficult.’ It just makes them different!

The other day, I was listening to a teacher on television, talking about how he was unable to handle ‘difficult’ schoolchildren. After listening to him for awhile, it became apparent that the problem didn’t lie with the children, as he was trying to suggest; but more with the teacher. He just didn’t have good communication skills.

If you have a difficult team member, or even more than one, you may feel there’s not much you can do; however, stay with me.
Instead of concentrating on dealing with difficult staff; it is much more productive to stop them being difficult in the first place. Spend less time ‘fire fighting’ and more time on ‘fire prevention.’
If managers and supervisors can create the right working environment for their team, then they’re less likely to experience difficult staff.

Here are two ways to deal with difficult staff:

1. Spend some quality time.

I didn’t say ‘quantity time’ I said ‘quality time.’ One or two minutes of quality time on a regular basis are far more productive than a one hour review every year.
You need to get to know your individual team members better and they need to get to know you.

• Build a relationship with each individual; you’ll gain a much better understanding of them and how they’re handling the job. It will also give the impression that you care about them and shows that you’re there to help with problems both business and personal.
  
• Find out as much as you can about them, their background, where they’re from, families, pets, hobbies, sports and their views on the world.
  
• Discover their philosophies and faiths; how they think and how they feel. Just think about it like any other relationship – what do you want to know about this person?

Now I’m not suggesting you sit around all day gazing into each others eyes or spend half the night talking to them on the phone. I’m suggesting you do this over time, and slowly but surely, build up your understanding of the Person.

Don’t get nervous; this isn’t prying!

You might also be thinking that your team members won’t want you to get to know them that well. Well let me reassure you – most of them will, if it’s done discretely.
Almost everyone wants to know that someone is genuinely and positively interested in them. They may not always give that impression by their demeanour but trust me – they want to know you care; they want acceptance from you.
If they know you care about them, then your relationship will be much more productive.

2. Concentrate on what they do well

Here’s another way to deal with a ‘difficult’ employee.

Try concentrating on what they do well and tell them about it. Spend less time with, and even ignore bad behaviour.
It’s not uncommon for managers to invest 90 per cent of their energy responding to negative performance and only 10 per cent strengthening positive performance. If you ‘reward’ good behaviour - you’ll get more of it. If you ‘reward’ bad behaviour – you’ll get more of it.

It’s also very easy for a manager or supervisor to fall into the trap of condemning one of their team as a no-hoper or a problem child.
It may turn out that this person shouldn’t be on your team, and you may need to help them find another position.

However as Abraham Lincoln once said about someone he had a problem with -
“I don’t think I like that man, I must get to know him better.”

Some food for thought; get to know each member of your team much better, concentrate on what they do well and you’re less likely to have difficult staff.

How to feel even more self-motivated

I have a confession to make; I, on occasion, have felt a little de-motivated. Yes, me, the ‘Motivation Doctor,’ feels a bit lacking in motivation from time to time, just like everybody else.

In last month’s Powerpoints we looked at how to develop your Brain and Body Energy to build self-motivation; so here’s another suggestion – Spend time with positive people.

Last Saturday I had lunch (well beer and chips) with five of my really good friends. They’re always interested in what I’m doing, really supportive and they really make me laugh! When I leave them, I feel much better and more motivated than I did before we met.

I like to think that I do the same for them, and that’s the secret to receiving support and motivation from others; you need to hand out some ‘Warm Glows’

So let me ask you; do you remember how you felt after your last interaction with another person either on the phone or face to face? That person – it could have been one of your customers, a colleague, a salesperson, a friend or even a member of your family. Did they make you feel good, uplifted and more positive? Did they leave you feeling neutral or, even worse, did they make you feel down and more negative?

Unfortunately, most of us have grown up in a negative culture where it’s much easier to tell people what they did wrong rather than praise them when they succeed. Research in the United States found that 65% of employees received no recognition for good work in the past year. Similar research in other countries of the world shows comparable results.

Other research has shown that the number one reason people leave their job, and customers take their business elsewhere, is that they don’t feel appreciated. (And if you think about it – many people leave their partners for the very same reason)

If customer’s leave an interaction with you or one of your team feeling better than they did before, then they’re much more likely to come back, recommend you to other people and spend more money with you.

If one of your team feels better after an interaction with you then they’re much more likely to pass that feeling onto a customer.

If a friend feels better and more motivated after spending time in your company, then they’re much more likely to return these feelings to you.

So, go ahead; give some positive and motivational comments to the other people in your life and you’ll have - a workplace that’s more productive and more fun - more happy customers – more friends – better relationships and a healthier, happier and longer life.
Remember – 'Hand out warm glows, not dampeners.'

2 sure-fire tips for self motivation

Let me tell you a quick story. When I started my business in 1993, I faced all the challenges experienced by most new business start-ups. I also had to deal with the all the negative situations; the people who said – “The Speaking and Training business is a hard market to break into, it’s very competitive, you’re very brave!" There was also the rejection from potential customers and the people who’d let me down at the last minute.

I quickly realised that if I was going to be successful, there were two things that I really needed:

Lots of BRAIN ENERGY and lots of BODY ENERGY.

Sure-fire tip number 1 is – Build your Brain Energy.

Imagine that you’ve just been rejected for a bank loan, or you’ve just been turned down by a potential customer, or a publishing company has rejected the book that you’ve slaved over for the past couple of years.
If you react with – “Oh no, not again, I’m really fed up with this. These people are a real pain. They’re making a big mistake. What am I going to do now?”
This sort of reaction drains your brain of energy, adds to your stress levels and destroys your self motivation.

Reacting drains the brain – thinking less so.

Get the thinking part of your brain working and say to yourself – “I’ll make an appointment today with a better bank! I’ll phone the next potential customer on my list right now! The next publishing company will see the potential in my book!”

There are also many minor situations that happen every day that’ll drain the energy from your brain. If I receive a parking ticket, I pay the fine right away; get rid of it; forget it and move on. Moaning and complaining about it drains the brain and the fine still has to be paid.

Do not, and I repeat, do not say – “Oh no, what am I going to do now?” Every time you say – “Oh no” your brain has a huge drain of energy.

Build up your brain energy using lots positive self-talk.
Your level of success in terms of your happiness, emotional wellbeing and anything else you desire is a direct result of how you talk to yourself. The most important relationship you’ll ever have is the one you have with yourself.
Listen to the self-talk that goes on in your head and ask yourself – “Is what I’m saying allowing me to be confident, on top and going for it?” If so – great!
“Or is it holding me back and stopping me achieve my goals?” If this is the case – STOP IT, change the program!
Think about the things you say to yourself and make every statement in the present tense.
Don’t say, for example – “I’m going to make a success of this business” or “I’m going to get organised,” or “I’m going to be much more confident.”
Say – “I am totally in control of my life. I am totally confident and positive. I’m achieving my goals. I have determination and drive.”
What you’re actually doing here is re-programming your subconscious. If you talk to yourself in a positive way, that’s what your subconscious will focus on and you’ll have lots of brain energy

Sure-fire tip number 2 is - Build your Body Energy

The body and the brain are linked together so when the brain drains of energy so does the body. However, the body also does a lot of running about, up and down off the seat and often takes a bit of a beating.
For it to work well, it needs to be in good condition in the first place. We all know by now that if we eat too much or eat the wrong things, smoke too much or drink too much alcohol, then our body is in danger of breaking down.
However, if you want more body energy, then you’re going to have to do some exercise. (Do I hear you saying - “I need the body energy before I can do the exercise!?”) You know as well as I, that if you take more exercise, you will have more energy.
Now I know you think you don’t have the time. You may also be the type that doesn’t want to go to the gym and lift heavy things or leap about in an aerobics class; however, you need to take some exercise that makes you sweat a little.
I’m sorry, but a round of golf doesn’t count, it isn’t the kind of exercise you need. Golf is great and it’s good for the stress but it doesn’t make you sweat.

If you’re going to walk then walk fast for a distance, enough to push up the heart rate and increase the breathing.
Again, get your internal program right and start to think how you can make your exercise enjoyable. I see some people at the health club making the whole business a real chore. They get on a bike or a rowing machine and try to kill themselves for twenty minutes. If that’s your thing then fine but please don’t make it a chore, plug into the sound system and catch up with what’s on TV.

If you’re really not into exercise then please make sure you have other activities outside of your workplace and make them fun. Too many people are going home and slumping in front of the TV - successful people don’t do that.

Make no mistake about it; if you look after the body and the brain; you’ll have lots of VROOM! (And that’s another word for self-motivation)

The One Thing You Need to Know about Team Motivation

Let me ask you a simple question. Do you, as a manager, want a highly motivated team who don’t take time off work, who achieve their goals and objectives, and don’t stress you out in the process?
I’m sure the answer is - Yes! However, you’re no doubt asking how you’re supposed to achieve this ‘miracle.’

The one thing you need to know about team motivation is that – there’s no such thing! Okay, so the football manager ‘motivates’ the team by getting them together at half-time and ‘explaining’ how they’re about to lose the game unless they start to play a lot better. (This, of course, is the polite version)

However, the only way to build a highly motivated team is to concentrate on individual motivation and create an environment where the individual ‘motivates them self.’
Every member of your team is a complex and complicated human being and they all have different needs. Your job, as a Motivational Manager, is to find out what these needs are, and satisfy them.

There are 3 actions you can take

1. Spend some quality time with each team member - One or two minutes of quality time on a regular basis is far more productive than an appraisal once a year. You need to get to know the individual better and they need to get to know you. You’ll gain a much better understanding of them and how they’re handling the job. It will also send the message that you care about them and show that you’re there to help with problems, both personal and business.

2. Give feedback and coach them - You need to regularly tell each of your team members when they’re doing well and when not so well.
This is where so many employers and managers fall down in dealing with their people; they're hopeless at giving feedback! Many managers are uncomfortable telling staff how they feel about their work performance. Some managers still believe - "Why should I praise people when they're only doing what they're paid to do!"
However, most employees want to know how they are performing in their job; they want to know if they are doing it right or how they could do it better.
If you really want to motivate your team members then you need to ‘catch them doing something right’ and tell them about it. If, on the other hand, you hear or observe them doing something you’re not happy about, then you need to tell them what needs improved and coach them.
It’s important to tell the team member when they’re not performing. There are too many managers who either ignore poor behaviour or come down on the person like a ton of bricks. There are particular ways to give feedback and coach and they’re described in detail in my book – How to be a Motivational Manager.

3. Be a believer - You need to constantly demonstrate to the team member that you trust and believe in them, by what you say, your tone of voice and your body language.
They will very quickly sense if you don't trust them to carry out their job and they'll act accordingly.
If you believe that your people are not to be trusted to do their job; that they’ll turn up late and go home early, then that is exactly what they'll do.
On the other hand, if you believe that your people will do their job well, that they can be trusted to make decisions that are good for the business and that they'll give you a fair day's work, then it is more likely this is what you'll get.
As with all theories, there is no guarantee that this will work every time. However the majority of people in this world are reasonable people; if you treat them as such they're more likely to behave in a positive manner.

So there you have it; Motivational Managers know that to get the best out of their people they need to concentrate on the human interactions and make that emotional connection with each individual team member.

7 Ways to Motivate Customers

When was the last time that you experienced exceptional customer service?
Every time I run a Customer Service Seminar I always ask the participants to think about a time when they experienced exceptional customer service, either face to face or on the telephone, and describe what made it exceptional. Inevitably, participants tell me about situations where the person providing the service was warm and friendly, a good listener, appeared to care about them as a customer and made them feel good.

Last week I was picking up some foodstuffs in a local supermarket. When I arrived at the check-out, the smiling Janice was there to scan my goods and help me pack them. In between all the scanning and packing, she asked me: “How are you today? Have you been on holiday?” She commented on what a lovely day it was and said: “Hope to see you again sometime.” I left the store feeling better than when I walked in.

What customers want can be divided into two areas. Firstly, they want your products or service to meet their needs and represent value for money.
However, even when your products or service meets the needs and expectations of your customers it doesn’t necessarily motivate them to return and spend more money – it takes more!

What really motivates customers are:

Warm and friendly responses: When customers meet you face to face or speak to you on the telephone; they want to feel that you're pleased to see them and happy to help them. For example - It's not so important what you say when you answer the telephone but more important how you say it.

They want to feel important: They know that you have lots of other customers and clients but they just love it when you make them seem special.
To be listened to: Listening is probably the most important skill to develop when dealing with customers. It has been said that people are either speaking or waiting to speak. In order to build rapport with customers it’s important to listen and show that you're listening. People like good listeners; listening gives you information and indicates to the customer that you’re interested in them and value what they say.

Someone to know their name: A persons name is one of the sweetest sounds they’ll ever hear. If you use a customers name when you talk to them, it indicates that you recognise them as an individual. Don’t use it too often as it can become irritating, but definitely at the start and the end of a conversation.

Flexibility: Customers hate to hear the word “No” or “It can’t be done.” It’s not always possible to say “Yes” to a customer or do exactly what they want; however, it is important to be as flexible as you can. Tell customers what you can do, not what you can’t.


Fast recovery when something goes wrong: When things go wrong, customers want you to solve their problems quickly. They don’t want to hear excuses or who’s to blame or why it happened, they just want it fixed fast.
Customers will often judge the quality of your service by the way you recover. They will even forgive your mistakes if you recover well.

They want to feel good: Overall, customers just want to feel good. They want to feel better after they’ve dealt with you or anyone in your business, than they did before. If you can create that feeling, then you’re well on the way to – giving customers what they REALLY want

So there you have it; 7 steps that will motivate customers to return, spend more money in your business and tell their friends.

The truth about personal impact

When communicating with other people face to face - and particularly when you're trying to persuade them - the key ingredients are credibility and believability. Your credibility will be determined by the verbal, vocal and visual elements of your message. If the words you say aren't confirmed by your tone of voice and how you look, you won't be believed.

People will evaluate you (an average of 11 decisions, within the first six seconds) based primarily on non- verbal information. We all tend to make snap judgements about other people, and often make mistakes - we stereotype.
Don't fall into this trap when you meet other people, however, be aware - they will be making decisions about you.

Low self-esteem and self-image affect body language. People tend to make movements and display posture which indicates a lack of confidence. If you don't feel confident in a particular situation, act or pretend to be confident. Walk into a room as if you own the place.

Listen to the self-talk that goes on in your head and ask yourself - "Is what I'm saying allowing me to be confident, on top and going for it?" If so - great! "Or is it holding me back and stopping me achieve my goals?" If this is the case - STOP IT, change the program! By talking to yourself in a positive manner, you'll start to feel physically better and you'll look better. Words have an enormous power to create change in the chemistry of your body. Your heart rate, blood pressure, muscles, nerves and breathing will all react to the words you say to yourself and this will be evident to other people.

Put this to the test right away; for the next 7 days listen to what you say to yourself and if it's negative, change it to something more positive and you'll start to feel better, look better and have much more success.