“It’s not personal, it’s only business.” (S-13)

Hello All:

Remember the saying “It’s not personal, it’s only business.”  M302 believes that statement to be BS…

It’s always personal to the person that is losing something.   For example, you can’t tell someone you are laying-off that it’s not personal, because if it affects their bank account and their family, it’s personal.

Moreover, from a business sense, if it affects their business profits; it’s personal.

You may get away with the statement, “it’s a business decision that had to be made,” but don’t insult anyone with the former, “…it’s not personal.”  Ask yourself this; how would you feel if the information was about you?

Business – Is Personal.  It always is, and it always feels that way. Maybe not to you at this moment, but in other another moments, it does.

Here is a ridiculous example:
***To Microsoft, maybe their software breaking down and the skilled prowess of customer support is business; but to you at home going through the frustration of being down and the hours it takes to fix it, is far from, “just business,” and it becomes completely personal.  It’s your computer, and your time, and your business, and your work or personal items lost.  How would you feel if customer support said, “we apologize for any inconvenience Sir, but your scenario falls under an acceptable business loss.  Our analysts tell us that 1% of our software will fail, and you are just part of the 1%.”  (lol)  It’s not what you want to hear.

You want to hear that they feel your pain, apologize for the inconvenience, and will help you figure out how to fix it quickly.  And when that is accomplished, guess what happens?  You feel better!

Here is a better example:
***During training sessions, we ask people to name their favorite companies to do business with, or cater to, and then ask why they like catering to those companies.  Ultimately, that answer always comes down to, “because they make me feel good.”  (The initial responses were similar to…because their products are good or that they do what they promise.  However, after all the initial responses are labeled, it comes down to how one “feels” when either dealing with the company, or using their products.

One more stupid example:
***Even after the frustrating receipt search as we come out of the wholesale store – which we hate tremendously because it makes us feel as if we stole something – we always go back to that wholesale store because we feel good about shopping there for a multitude of other reasons.  If the receipt check made us feel that bad, we would not return.  Positive feelings out-weight the negatives here.

Here is the point of all this.  (As in “Feelings,… Situation 12″)

Supervising, Managing, and even Leading people is about recognizing feelings.  By no means, does this mean that optimum performance should not be requested or even demanded.  In fact, it’s easier to request greater performance and accountability when there is mutual respect between supervisors and subordinates.  It’s how performance is requested and the response to the request that makes the difference between low and high performance and the process of maximizing efficiency.  It’s how people are treated in good and bad times that make the difference.

Respect, irrespective of position?

It’s a much more modern view of management which also includes the EQ of supervision.  We had to provide multiple examples to our students, because at first they were skeptical of the “Feelings” concept.  At first, some even thought it meant that considering people’s feelings may be a weakness, but after the discussion, and after examples, it became quite clear that it’s a strength.

M302 always tells the companies we work with that the mark of a truly great company is not that they don’t make internal mistakes, but how they go about recognizing what’s happening with their staff, and resolving those internal issues that arise, immediately when they arise.

We wish you Peace…

Feelings… Nothing more than feelings. (S-12)

Hello All..

During a recent leadership class, we began to discuss an M302 philosophy with our students.  Certainly many would not agree with this particular one for a volume of reasons, but others would realize how this closely resembles the EQ of managing.

Simply put, managing people effectively is about recognizing their feelings.  Not coddling, but recognizing.  If you like or even enjoy the people that work for you, then it’s more likely that one would use this technique.  Even if you don’t, here are some reasons to act accordingly.

The Main Reason: The Bottom Line.  It affects you if you care for your career or the company you work for.

Other Reasons…  (the Bottom Line – LoL)  No-really!  Some would ask, “Is there a more important reason?”

However, another important reason is that Everyone affects everyone else around them, or most everyone, to say the least.  The corporate culture affects your bottom line through such areas as staff morale, company performance, and your customer relationships.

Morale: Morale can affect an organization in so many ways and costs the agency so much in so many places, and goes as far down the line as higher turnover rates.  (Which costs the company money.)

Performance:  Have you ever worked in a place where no one likes working with one another? – Or have you ever worked in an environment where just one person makes the entire environment uncomfortable or even miserable?  We are sure that only 5% of us have not experienced this phenomena.  There have been hundreds of books written about the organizational environment affecting company performance.  Moreover, let’s not even get into how the culture affects customers.

Happy employees make happier customers…Period!

Shall we even discuss the old US Post or DMV offices, or for that matter, many other government offices.  Those that deal directly with certain public demographics become tired and jaded and convey that discontent to their existing consumers; then blame their discontent on future consumers.  Throw in poor management, and there is no escaping the cycle.  We have all experienced this first hand.

M302 will go on record saying that proper management could change all that.  But how can a manager or supervisor lead a team otherwise, especially when all they know is the same unhappy discontent as their subordinates: and as their own prior position dictated.  We have stated before: many companies make the mistake of promoting people that do not have the training or experience to lead.  Just because they did well in their job, they must be qualified to supervise a team. Not!!  Good performance on a particular job does not mean that one can lead a team or department to a similar outcome.  

That’s is the wrong way of promoting from within!!

This is why so many companies look to hire from the outside, in-order to bring in freshness and experience.  We believe that many companies would be better off hiring the proper attitudes from the onset; and then use adequate techniques to train, observe, reward, motivate. Etc…  Then train their managers to do the same; and then promote from within.  (Yes, yes, we know there are many book written on this as well.)  But then why are there so many bad managers.

Respect: The G-Way states: Treat People The Way You Want To Be Treated.

If you do this, you can’t go wrong.  In every situation: Even if…: Especially if you don’t know the answer in any particular scenario.  Put yourself in another’s shoes and you can always come up with the proper response for any situation.  We will provide examples later, but just imagine any situation that you have ever been in, and if you imagine yourself as the receiver instead of the giver of information, you can self-dictate how you would want to be spoken to, in terms of level, tone, visual interpretations, etc…

No one wants to be yelled at, lied to, laughed at, made fun of, made to feel small, or made to feel insignificant, etc…  It’s really that simple.  It’s important to know that the answer is not always the issue, but it’s always the method of transmission, and that is what we discuss here.  People respect candor rather than any form of a lie from a manager or supervisor, and will provide respect back.  This is one of the best ways to create trust, especially in hostile environments.

The Point:
Supervising, Managing, and even Leading people is about recognizing feelings.  This does not mean that optimum performance should not be requested or even demanded.  In fact, when done properly, it’s easier to request greater performance and accountability.  (With greater results)  It’s how that performance is requested that makes the difference.  It’s how people are treated in good and bad times that make the difference.  People want and need motivation, training, rewards, and respect – irrespective of position?

Some Leaders will never understand this concept as they believe staff get paid to do a job, and if they can’t do it right, then replace them.  However, in this day of days, it’s not as easy to do this and it is much more cost effective to hire properly and treat people with respect and understanding.  It may require a paradigm shift for some.

More To Come…

We Wish You Peace