Archive for the 'making decisions' Category
Posted on September 8, 2010
It was a painful conversation to witness. I was meeting with Jennifer and Patrick. They are partners in a small professional service firm. We were discussing things that the business needed and trying to prioritize those needs.
Patrick was quite adamant that the accounting system needed to be overhauled. Now.
Jennifer was concerned that the firm needed to be developing its junior staff. Then she started thinking about more concerns.
“In addition to accounting and training, I’ve been concerned that we may be behind on our policies and procedures manuals,” Jennifer said.
Then she added: “What about that new product line we’ve planned? And then there’s . . .”
Patrick blew up. “You’re doing it again. You’re throwing more issues on the table than we can possibly deal with. We agreed to focus on one. And it’s the accounting system. And it needs to be done NOW.”
That’s when I had to step in.
Patrick is one of those folks who can focus intensely on one topic and deal with it right away. He wants closure. Jennifer is one of those folks who needs to explore lots of options before she decides anything.
What do you do when you find yourself in their situation?
You first, before you even start the conversation, state what outcome you want from the discussion.
Then you set a timeframe for the discussion. Patrick could do it in 2 minutes. Jennifer might want to take 2 hours. You agree on a compromise that gives Jennifer her “and another thing” time. And you agree that you will make a decision at the end of that compromise time.
It’s not perfect but Jennifer gets to do her thing and Patrick knows he will get a decision when they’re done.
Posted on March 9, 2010
Talk about a communication conundrum. . .
Yesterday I was coaching a young woman (read “half my age”), and we were brainstorming ways to get her staff to take ownership of their work. We were exploring how to create a sense of urgency for them. (I hear this a lot from owners.)
We talked about playing some game with a timer—this is for an off-site retreat. We thought of Pictionary or maybe Charades. These didn’t excite me, but I know my kids liked Pictionary.
I thought back to games where I felt most pressured to win before time ran out. My mind went back to video games like Pac Man and Centipede.
They created that adrenalin rush that you had to move fast and smart or you would get eaten or whatever. (I was always an observer.)
She was aware of Pac Man, but had never heard of some of the others. She did not grow up in this country. Score 1 for “cultural differences.”
Then I got excited, remembering playing pre-video games, sometimes in drinking establishments. “We need a pinball machine!”
She looked at me with that “what are you talking about” look.
“Pinball, you know,” I said, reliving old memories, pantomiming pulling back the launcher and working the flippers. Still a blank look.
“Certainly you know of the rock opera ‘Tommy?’ Blind kid who’s a pinball wizard. . .”
Still a blank look. I was struggling here. Score 2 for “cultural differences.”
“Well, you do know who The Who is, don’t you?” I asked, looking for some shred of a way to relate.
“The Who. Yes, I know them.” Thank heavens!
Needless to say, my case for a pinball machine didn’t land on this young woman. They didn’t have pinball machines in her country. And she hadn’t taken a college course on great rock operas from the 1970s.
Posted on November 16, 2009
I was doing a lunch and learn for a firm recently on how to get referrals and repeat business. Just about everyone I know needs to spend time working on getting referrals and repeat business.
But not Arthur.
Arthur is one of the more experienced (i.e., older) professionals at this firm. He proudly told me he doesn’t need referrals because his client keeps him busy.
“My client just keeps calling me with more work,” Arthur said. “I don’t even have to ask for it.”
“Arthur,” I asked, “what are you going to do when your client gets run over by a bus at lunchtime? Do you know who would replace him?”
This stopped Arthur cold—made him think. He knows his client’s boss, but he doesn’t know others in the firm—the others that might step in after the lunchtime tragedy.
Don’t get cocky like Arthur. Spend time with your clients and the folks who work with them. Develop relationships that will keep your business alive after the rogue bus drivers of this world take out your clients.
Posted on September 14, 2009
I mentioned a few entries back that I was working on a project on why and how to get referrals. I’m thrilled to tell you that the project is a webinar for PSMJ on Sept. 23.
For more information and to sign up, go to http://tinyurl.com/ReferralWebinar.
One topic I’m covering in the webinar that my clients have found particularly helpful is “how to rate your clients.” Here is the idea.
When you think about your clients, current and past, you know which ones have been the best and which you would have loved to fire. (You can fire clients, by the way. I’ll cover how to do that in another entry.)
First, create criteria for three levels of clients: A, B, and C.
Let’s say A clients use you as their go-to guy for whatever problem you solve. They also pay within 30 days or maybe give you a down payment. Their projects do not result in rework.
B-level clients might be ones who provide repeat business, pay within 45 days, and treat you as the professionals you are.
C-level clients complain, are slow to pay, and argue over costs.
You set the criteria. Once you have the criteria, review your client list and label each one.
The goals are to have mostly A-level clients, to move Bs up to A, move Cs up to B, and to fire remaining Cs.
Posted on October 10, 2008
Usually I use this space to offer help for people problems you folks face. Today I’m going to ask you for help–actually beg you for help.
For the last month, I have been dealing with three individuals who won’t make decisions. They are driving me nuts! They know they need X, they say they need X, they can afford to get X, but they keep debating in their heads over whether to get X.
Not only that, they can do anything and everything. Just ask them. Do they do anything and everything well? Not the point. From their point of view, they can do whatever needs to be done.
Except give birth. (These 3 are all guys–got ‘em on that one!)
Blinding Flash of Insight
One morning this week I woke up with a Blinding Flash of Insight-BFI as one presenter called it. These guys are all the same personality type.
With two of them, I know their Myers Briggs type–they’ve told me. The other one, I am assuming his type, based on observations and years of experience with type.
They are all the same. People of this personality type have always been tough for me to work with. I like to work with folks who recognize they have a need and will decide to act to address that need.
I’ve even consulted with psychologists and experts in personality type about how to get these guys to make a decision and move. Usually I’ve gotten one or two suggestions and a lot of head shaking–as in “I don’t know what to do with them.”
Can You Help?
The personality type I’m talking about typically is very intelligent, often looking for new ways to do things, and doesn’t really need data and facts to make a decision. They often are in leadership positions or the next tier of management. They speak with authority. They often are stubborn. And some of them have been known to annoy people, to put it mildly.
Please share your ideas on how to deal with this type. Post a response to this blog. If you’re not comfortable doing that, send me your thoughts at WeKnowEngineers@gmail.com.
I really need your help.
P.S.: The three guys are not members of this online community. So, if you thought I was writing about you, I wasn’t. But if the shoe fits . . .
