Listening to a story yesterday on PRI, Jason Strother tells us about a service for the stressed-out in South Korea. It’s called “Substitute Men” and they’ll do just about anything customers ask – within limits and the law. (http://www.theworld.org/2009/09/22/south-korea%e2%80%99s-substitute-men/)

While I understand this new "job" may not be ideal, I found it inventive.  A "substitute man" works primarily through an agency and is available for any type of service from picking up dry cleaning and children from school to home fix-it jobs.  In a difficult economy where full time employment is often hard to find, this service in South Korea is increasingly popular for busy business professionals who need help.  Unemployed men are grabbing the opportunity and making money while searching for something else.  I appreciated the ingenuity.

Would this work in the States?  

Ideally, individuals are assigned to a leadership position within an organization because they are trusted, highly competent, great with customers and know how to enlist and engage their people.

With that high level of competence comes an assumption that they don’t need much guidance or handholding.  They are big boys and girls, being paid accordingly and know what to do and simply need to be given the runway to make it happen.

What then, is the role of their boss – the CEO, President or Business Head?  Beyond that, what else would support their success?  Here are a couple of ways the leader of leaders can stay connected and provide additional support:

1.   Make Time for Monday Morning Huddles / Friday Wrap-Ups – Gather your leaders on Monday mornings to share key focus areas for the week.  This creates an opportunity for your team to report on their progress against goals and ask for help if needed.  It also gives you a chance to continually review what they see as priorities and offer course correction as needed.  It is also an efficient platform for you to share your immediate goals, offer additional guidance and direction and a bit of motivation.  Bringing the team together at the end of the week – whether in person or a 30 minute teleconference – to review progress made and align plans for the following week can be helpful to keep the team focused and engaged.

2.   Surprise them with Impromptu Check-Ins – Nothing matters more to your leaders than one-on-one time with you.  When you find yourself with an open pocket of time – reach out to one of your key leaders with a quick phone check in, meaningful e-mail or to grab a cup of coffee.  Get to know them on both a personal and professional basis – that relationship building goes a long way to building loyalty.

3.   Develop Signature Questions – What do you really want to know from your team of leaders?  What would give you the best insight into how they are doing?  Get your team used to core questions that you always want them to be prepared to answer like:

a.   What is keeping you up at night?

b.   What has you fired up and inspired at the moment?

c.    What opportunity are you most excited about?

d.   What do you see as your biggest threat to accomplishing your goals?

e.   What do you need from me?

  Superior leadership requires staying in touch and keeping the dialogue robust.

Recently I attended an event where colleagues gathered.  Time was spent catching up, swapping stories – all good.  At a certain point, however, the conversation turned sour. Suddenly the talk turned to jabs/slights/disparaging remarks about individuals who were not there.  This portion of the conversation probably only lasted about 15 minutes but it was enough to change the energy in the room from one of celebration and reunion to mean-spirited gossip.

It took me about 24 hours to fully make sense of how those 15 minutes affected me.  I very much wanted the evening to be a fun and festive gathering of people who I had not seen in awhile so I rationalized it all at first by saying that it was all in good fun, no one meant any real harm and there were elements of truth in all that was said.  The truth, however, was far from that.  Harm was done.

I remembered advice my mother gave me many years ago – which was, “if people are gossiping about others with you…you can bet they’ll do the same when you are not around.”  That rang true as I was left that evening with a feeling of being unsafe – not sure if these individuals could really be trusted with my confidences and perhaps even more significant, I wondered if I could trust what they said, how they felt, etc.  If they spoke so poorly about someone now, who they had stood by when they worked together – all bets were called of.

Not for a minute am I suggesting that I have never participated in idle gossip – I have – not proud of it, but I have.  We’ve all been there at one time or another.  I write about this incident today as a reminder to myself that it does harm.  That harm may be microscopic in the moment but it has a way of entering the psyche and spreading virally.  Put simply, it does not help.  There is no positive momentum created by tearing someone else down – no matter how deserving we feel they may be.

I wondered what causes us to engage in this type of dialogue?  Insecurity?  Fear?  Attention?  Jealousy?   Pick one or add one.  What I chose to pay more attention to after the evening had concluded was recalling the energy and vibe in the corners of the room where folks were not participating in the negative conversation.  What did those individuals?  How did that dialogue feel? – all good.  This is what I decided to listen to.

The passing of Michael Jackson has produced an outpouring of reflections, commentary and tributes.  I will add mine.  Michael Jackson was a phenomenal communicator.  Through his art – his music, his dance, his theatrical presentation – he reached millions across the world. In the few weeks since his death I have paid less attention to all the media hype and more to the very simple ways that his art communicated and connected people.

When I heard of his death, I immediately thought about the endless hours I spent in the basement of my parent’s home listening to Jackson Five records as a child.  I was not much older than Michael was when he and his brothers made those recordings.  That memory got me to pick up the phone and call my siblings and the childhood buddies who, along with me, memorized every lyric and dance move. We felt empowered, we felt joy – it was an awakening for us all and we had a chance to share those memories again.

In the weeks after Michael’s death, I have noticed how easy it is for people who perhaps don’t know each other well to have a conversation about one thing they do share – reflections of Michael.  For friends you know well, it is interesting to share perceptions of Michael – the good and the bad – and to create an opportunity to shed light, share ideas and perspectives that often go well beyond Michael himself and are really about life itself and who we want to be in the world.

My own daughter – age 12 – had heard a few Michael Jackson songs on the radio but she knew little about him.  All the attention, however, got her interested and she has been listening non-stop to Thriller and Off the Wall and practicing her "moon walk."  It has given the two of us something to share and appreciate.

A loss like this, provides a gentle reminder to look around at those you love and care for and to let them know it.  Michael’s death reminds us that life is fragile and it is to be appreciated in each moment.

Michael connected the dots between people and I think he knew it.  That was his gift.  Thank you.

I was reading with great interest an article called "The upside of the downturn" by Geoff Colvin (in FORTUNE, June 8, 2009) and the article highlighted five moves to make now which I found to be right on…so much so that I wanted to re-enforce Colvin’s ideas here:

1. Evaluate employees better - in good times managers fool themselves into thinking they’ve got all "A" players – in tough times, it’s easier to distinguish true stars from third stringers.
2. End guidance - telling investors what quarterly earnings are likely to be, then talking that number up or down as the quarter progresses, and then contriving to beat it – that corporate game has never served a useful purpose and can lead to harm as managers feel pressure to hit announced targets.
3. Manage for value - more than ever, it is critical to focus on what really matters, which is earning a return on your company’s capital that exceeds the total cost of all the capital in the business – obvious but reflect on whether or not anyone is being paid explicitly for achieving that goal.
4. Expand your mind about risks.  Address the most dangerous risks - formerly the taboo subject - now essential.
5. Mine employees for ideas - Potential improvements can hide in a million places.  Ask your associates.

Thanks Geoff Colvin – excellent guidance!

The great news for folks who want to improve their communication is that we have coaches, tutors and guides all around us providing examples of big and small ways we can improve. 

A few days ago I stopped into a neighborhood restaurant for lunch.  The waitress, Nancy, approached the table and with a big smile on her face and said, “Gosh, you look so much like my sister, Carol, and because of that I am gonna be super attentive to you today and if you want dessert, I’ll be sure to secure the biggest slice of cake for you.  I know you probably don’t have a lot of time, so, what can I get for you…?”  Nancy delivered a great experience for me that day and I noticed as she floated from table to table she exhibited the same upbeat friendliness to all her customers.

Nancy’s personal and humorous approach brightened my day and made my lunch experience memorable.  I learned something about how to create “instant intimacy” with a customer from Nancy that day.

Nancy’s a great communicator.  Nancy might have been an unlikely coach but there she was in all her glory providing a terrific example of how to connect powerfully with customers. When I think about great communicators and/or great communication a few things come to mind that characterize what makes them “great.”

The communicator or (communication) is

• Open and accessible
• Inviting and invigorating
• Wise and insightful

Look around, observe – take the adventure and be open to the abundance of great examples that surround each of us – every day.

Horse Racing today is justifiably fraught with controversy and scrutiny due to the recent deaths of high profile horses and the on-going risks that jockeys are subjected to every time they get in the saddle.  At yesterday’s Kentucky Derby – May 2, 2009 – it was good to see how much of the coverage focused on new safety regulations and innovations and the on-going pursuit of ways to make the sport safer for the horses and jockeys.  I need to mention this because as a Kentucky gal – born and bred – I grew up having an enormous respect and appreciation for horses and the men and women who ride them.  Part of me thrills at a horse race and another part of me is repelled by it because of the danger.  Cheering one minute and chastising the next.

Having put my split personality on the table I wanted to take a moment to acknowledge the poetry and symbolism that came out of yesterday’s big race for me.  Like any sport, a horse race, is full of heroic stories, profiles of courage and colorful perspectives and portrayals on how to win…and lose.  As a communicator, I look and listen for these stories and use them in writing, speeches or casual conversation to better illustrate a point I am trying to make.  

Let me share two of my favorite poetic moments that came out of yesterday’s race…consider them to motivate your staff or inspire your team:

1)  The underdog can win given the right opportunity.  Mine that Bird, turning three years old in a few days, and bought for $9,500 traveled by trailer for 21 hours hauled by his trainer, Chip Wooley to win the Derby.  His jockey, Calvin Borel, took him to the rail and while no one was looking or paying attention to this 50-1 shoot he stormed across the finish line winning by 6-1/2 lengths making the other horses appear to be standing still.

A little known and not well respected horse, a quirky trainer with a broken leg and crutches and an over-the-top effusive jockey who has you worrying a bit about his emotional well-being – if they can win, you can win.  It is a simple snapshot that can inspire.

2)  Desormeaux’s Slide Show.   Jockey Kent Desormeaux, who rode Hold Me Back in this year’s Derby and rode the winner, Big Brown last year, was interviewed before the race and was asked to describe what it was like being in a horse race and his strategy for winning.  He said he always has a slide show playing in his head during a race.  He said, "… you first feel like you are in a fog and then you find yourself in the middle of a forest where you are a little kid who has been wandering and lost for days…suddenly you turn the corner and standing open-armed at the wire is your mother."  That he said, is what you are racing toward and with that level of hunger and desire.

I heard this, felt a lump in my throat, and raced to my note pad to write down what he said as I thought it was an incredibly rich image of the kind of passion required to snatch the victory – you’ve got to want it that bad.  What is a finish line image your team could use?

Many ways to get to that finish line, first.

The first time I ever visited Africa I had a life-altering experience.  It had nothing to do with the incredible wildlife or beautiful landscapes I saw.  Those things were wonderful but what changed me was the people and most specifically it was the way they communicated with each other.  I was instantly struck by how friendly people were.  I consistently received a direct eye contact, wide smile, friendly “Jambo” (Swahili for hello).   I was told that in African culture it is considered very impolite and disrespectful to not greet everyone with whom you come in contact.  It is the custom…. it is what people do to continually re-enforce the idea of community.

I vowed on the plane trip back home to Chicago to keep that custom alive.  I pledged to change the world – one hello at a time – and begin greeting everyone I passed with an exuberant hello.  My friendly exuberance was met with mixed reviews.  Some thought I was crazy.  Others were confused (do I know this person?)  Many were clearly uncomfortable.  A minority responded in kind. 

As a communication professional, I have continued to pay attention to the difficulties we seem to have in our culture to connecting, casually, with others.  Recently I toured the facilities of a new client  - who I was working with to improve employee engagement – and immediately began to observe the communication that occurred, or didn’t, as we wandered the hallways and walkways.  Employees traveled to their destination with their heads down avoiding eye contact with others at all costs.  Sometimes a cell phone or Blackberry served as an accepted shield signaling that the individual was occupied and should not be disturbed. 

How would you rate your organization on hallway hellos?  How connected are your employees to one another?

Can changing the way people interact with one another as they walk through the halls of their office building really improve employee engagement?  This brings up the age-old question of what comes first – the chicken or the egg?  What I can say for sure is that what you observe in the walkways and hallways of your organization will tell you something important about how people feel and what they value. 

The benefits of hallway hellos are innumerous.  Can you remember recently when you received the gift of a friendly, sincere or energetic greeting from a colleague and how it made you feel?  For me, it can put a smile on my face, brighten my mood, wake me up, jumpstart creativity, pull me out of a state of self-absorption, create an opportunity to connect with a colleague and stimulate endorphins to bring about a sense of well being.  It can also transfer positive energy from the employee to the next customer with whom they may interact. If folks treat each other well, internally, that will naturally extend to the customer.  At its essence, it connects you to others and builds community.

How can you make Hallway Hellos an organizational habit?

·      Hold a Hallway Hello Week. 

o   Have fun with what may be a challenging issue for many or simply a lack of awareness.  Suggest that employees not only learn each other’s name but also enquire into what their role is in the company and look for synergies.

o   Encourage managers to debrief the exercise in their staff meetings. 

§  Was it easy?  Why? 

§  What did you learn about yourself / others?

§  How can we make this a habit rather than a one-week exercise?

·      Practice Close to Home

o   While my focus here is the workplace the same issue exists in our personal lives.  We can live in a neighborhood for many years and still not know a lot of our neighbors.  Practice greeting people while taking a stroll in the park, passing someone in the grocery store isle or waiting in line at the bank.

Archbishop Desmond Tutu once said, “We say in Africa that a person is a person through other persons.  A solitary human being is a contradiction in terms.  We are made for togetherness, for friendship, for fellowship.”   Africa is said to be the land of “ubuntu.”  It communicates the idea that we share a universal bond – one that connects us all.

Know that I am not promoting excessive or gratuitous greetings but instead I am encouraging the awareness of the opportunity that exists within the simple gesture of saying hello. 

 Great communicators are curious, kind, clear, and colorful

When I think of leaders and influencers who I admire, I always take note of the way they communicate.  Over time I have found that there are four qualities that appear to be consistently present in their approach to communication.

1 They are curious.  They seem genuinely interested in the perspective, insights and ideas of others.  This is not something you can fake but I do believe it can be cultivated.

2. They are kind.  By this I mean that they are capable of empathy – the ability to put themselves in another’s shoes and bring that sensibility and compassion to the conversation.  Sometimes you can read it in the eyes – a tenderness that shows them to be vulnerable and approachable.

3. They are clear.  Strong communicators know that having a point of view is engaging.  We are drawn to people who are clear and decisive and know where they are headed.  When that clarity is balanced with genuine curiosity and kindness – that individual is listened to, respected and followed.

4. They are colorful.  Engaging leaders use language to paint pictures in the minds of their listeners.  They tell stories, use metaphors and create vivid images that are memorable.

Working with the Chief Customer Officer at Northeast Utilities, Johnny D. Magwood, has been a great experience.  We had a stimulating conversation last week about the challenges and opportunities that surround a shift in organizational culture to one that focuses on the customer.  He recalled an experience he had early in his career where the organization he was working for had determined to be more customer-focused.  He described that the entrance to the company headquarters doubled as a smoking area for employees.  The lobby area where customers passed through on a daily basis was a mine-field of ashtrays and cigarette smoke that individuals had to wade through to make it to their appointments.  He wondered what kind of impression that environment made on customers. Rightly so, he assumed customers were left with the notion that the company did not value them and were OK with putting obstacles in the the way of them having a positive experience.  Recognizing this issue, management removed all the ashtrays and instructed employees to smoke elsewhere.  Within a week, the ashtrays were covertly brought back in and old habits resumed.  Eventually, through persistent effort,  the smoking area in the lobby was permanently shifted to another area – away from customer’s view but it took awhile longer to shift people’s mindset around building an environment that worked for the customer.  

I loved this story because I think it so clearly describes how hard change can be, how difficult it is to see things from another’s perspective and how everything we do speaks loudly.  Every organization faces this same issue when moving toward a customer-focused culture.  How do we really get leaders and employees to see things through the customers eyes?  Yes, it takes time but it can help to walk in the customer’s shoes.  Here is a way to accomplish that:

Create an experience called "Customer for a Day."   Ask a small group of employees to enter the workplace on a particular day "as if" they were a customer.  Perhaps ask them to wear a baseball cap that says "customer" or don a "customer" button on their jacket.   Ask them to tour the building or facility looking at it through the lens of the customer.  Give them a checklist of things to look for that might include:

• How would you describe the environment?
• Did employees look busy / focused / friendly?
• Was the environment neat and well organized?
• What did you notice that let you know it was a customer-focused company?
  
  
  
• Did you run into any obstacles or red flags?

Gather the "customer employees" after the exercise and debrief with them.  It can be an eye-opening experience and one that can be shared with all employees through company newsletters or intranet profiles.  Make it a quarterly event and select new employees for each "Customer for a Day" experience.