“Business proposals and applications? Yay!” is probably something you’ve never thought. They’re time consuming, tedious, and, very often, frustrating. Whether you’re writing and sending or receiving and reading, there is a better process to write better proposals that we can all implement to make everyone’s life easier.
On one hand technology has made it easier to write, submit, and receive multiple proposals. However, this also increases the number of unqualified proposals and puts more demand on readers. For example, if I post about a job opening (even with specific qualifications), I get hundreds of replies. While some are excellent, I can tell the majority just copy and pasted a formatted response. I mean, why not? It only takes a few seconds to respond that way and MAYBE you have a shot…
I argue, however, that our current process of writing and receiving proposals and applications has simply not kept up with the technology of generating them. The most difficult issue is unqualified applicants. In many cases, job descriptions fail to include basic requirements like location, full or part-time, skills needed, and education/experience requirements. When they do provide specifics, many applicants ignore them or simply don’t read thoroughly. Because it’s easy to click and send, we end up wasting each other’s time.
The process to write better proposals is made even more complicated due to mistakes and carelessness. Here are some examples and ways to avoid these issues:
I have received proposals that I can tell are copied and pasted because they have other client’s names on them. Huge red flag there. If you’re the person sending this: Read things before you send them. It looks highly unprofessional. If you’re the person receiving this, it’s probably a waste of time to consider it. Has this person really read the description of what you need if they can’t even take a minute to look over their response?
Fees are often confusing and/or misleading in the same letter. In particular, refund information is frequently contradictory. These are usually settled, but why not avoid the confusion to begin with by taking the time to proofread?
Applications that show little awareness that they have read requirements or the nature of the request are annoying. Make sure to address the specifics. Details are important and stand out to someone who is choosing between various applications.
Too many details can be overwhelming. For instance, pages of legal or unnecessary information often clutter up a proposal. While things like payment conditions and adhering to laws are appropriate, much of the rest is simply irrelevant. Packets are often sent out that include a broad range of information that isn’t applicable to everyone. For example, if a job is remote, don’t send pages about in-house rules/expectations. Be relevant.
Additionally, proposals need to meet clients’ needs and goals. Things you should consider and/or address in your proposal: Are you truly qualified to provide what is needed? What are the technical versus creative aspects of a request and how will you approach each? What kind of budget is available? When is the deadline? Is it part-time or full-time? Is it a one-time project or ongoing relationship? How much of the request is analysis and understanding versus established solutions? Why are you right for this job? What skills or experience makes you stand out from other applicants?
While going through proposals, the first thing I do to reduce the number of applicants is to eliminate all that lack the experience and skills I requested. I also get rid of the ones with low fees—you get what you pay for and you don’t want a plumber when you need an electrician.
The process of writing and receiving proposals can be time consuming, inefficient, and produce mediocre results. If we make concentrated efforts to improve the process in order to write better proposals, the finished product will be more successful. Before submitting a proposal, ask yourself: Do I understand the goals and requirements? Do I have the experience and qualifications requested? Have I expressed all of this clearly in the proposal? If you can answer yes to all of these, submit away! And remember: make it personal—to them and their needs as well as to yourself. After all, they are hiring YOU. So, highlight what makes you special and how your unique talents are the best fit to execute their needs.
Bert Shlensky, president of Startup Connection is a graduate of Sloan School of Management at M.I.T. He served as president of WestPoint Pepperell’s apparel fabrics business as well as President & CEO of Sure Fit Products. Having provided counseling to over 2,000 clients, he now focuses on working with select startups and small businesses.
All living creatures are biologically self-interested. We are programmed to prioritize our survival. Therefore, we don’t usually make bad decisions on purpose. Nevertheless, mistakes happen and poor decisions will be made now and then. But, is there a way to limit or even stop making bad decisions?
When it comes to analysis, the topics that dominate the conversation are: sampling, statistics, and accuracy. This is where things can go wrong because the process of measuring needs to be reviewed—not just the results. In other words, we think we are making a good decision based off of accurate data when, in fact, we are making an uninformed decision based off a faulty measurement process.
For example, let’s say a child wants to go on an amusement park ride that has a minimum height requirement. The ride attendant measures the child and the results say he/she is tall enough so the child is allowed to ride. This seems like a good decision until we learn that the measuring stick was in feet instead of meters. So, the decision was actually based off wrong information and, as a result, the child’s safety is jeopardized.
If we are to stop making bad decisions, we need to study the following are issues that affect the measuring process:
Confirmation Bias
This is one of the biggest problems when gathering data as we try to stop making bad decisions. Confirmation bias happens because we (consciously or subconsciously) want to support our own views or predictions. As a result, our preconceived ideas restrict fair analysis. For example, most people judge a presentation within 90 seconds based almost entirely on appearance rather than content.
Confirmation bias can also be a result of efforts to simplify the decision process. For example, doctors and other professionals frequently make early hypotheses and seek evidence to support that diagnosis. While that approach can be effective, it ignores contrary information.
We need to recognize and reduce our “tunnel vision” by working to stay curious, exploring opposing views, and truly listening to what others think and why. This can help us see things from another perspective more clearly.
It’s also noteworthy to mention that how we explain our success or failure is often a byproduct of confirmation bias. No one likes to accept poor results or defeat. Therefore, when we lose, we often attribute it to unfair conditions or make up some other excuse. However, when we win, we chalk it up to our great skills and valiant efforts. This is a biased way of thinking and one that we should all keep in mind when analyzing results.
Measurement
We frequently mix measurement components. There’s a famous story about a young man who visited the Museum of Natural History. He asked the guard how old the tyrannosaurus rex was and the guard told him it was sixty-five million and thirty-eight years old. The boy then asked how he knew that. To which, the guard replied, “The skeleton was estimated to be sixty-five million years old when I started to work here and I have been here thirty-eight years.” Obviously, two methods of measurement were used and combined to get a very specific, but most likely, inaccurate number.
It’s very interesting to see how people try to explain why results are “wrong” rather than accepting and admitting that their measurement was flawed. For example, end of the world forecasters will blame timing, weather, and other phenomenon when their predictions are incorrect rather than just admitting that their measurements were wrong and the world didn’t end.
Presentation
How data is presented also affects how it is interpreted. For instance, if you attach a number to a concept, it will be believed more. There is even a concept called “Potemkin Numbers” (or Potemkin Village) that exemplifies how made up numbers can enhance belief in an idea.
Relativity can also sway measurement perceptions. For example, the perception of numbers can vary based on presentation as an absolute number, percentage or ratio. Additionally, charts are frequently scaled to show the most or least degree of change, depending on the goal of the people presenting the information. In short, the method of measurement and the manner in which results are revealed can play a huge role in the accuracy of data (and/or the interpretation of that data).
Parameters
Sometimes we ignore the information needed to make good decisions. This could result in focusing on the wrong customers or choosing the wrong branding information. Paying attention to the appropriate information is critical. For example, ignoring safety or customer service in today’s environment can destroy a great business. On the other hand, providing clientele with a sense of confidence during a pandemic can greatly enhance effectiveness. (Many companies attempted to do this right away—we all got an abundance of emails from businesses assuring us that they were taking all the necessary precautions to keep customers safe during this uncertain and scary time.)
In general, we understand what risk is, but measuring it can be as uncertain as the risk itself. For example, we frequently categorize risk as high, medium, or low with literally no definition of what that means. As a result, people have quite different definitions of those terms if not given clear parameters.
Misinformation and Misunderstanding
Cause and effect is a highly misused concept. Just because factors seem related does not mean they are a result of cause and effect. For instance, it is clear that poor living habits can contribute to poor health. However, that does not mean that factors such as injuries, the environment, heredity, etc. can’t also play a role in poor health. Therefore, you cannot conclude that poor living habits exclusively cause poor health.
Inadvertent decisions can also stem from confusion. A key strategy of large law firms is to overwhelm poor plaintiffs with as much information as possible. Planning can reduce confusion and may help us stay focused, but we are repeatedly warned that too much planning can disrupt the creative process. The point being: long and short-term goals, profit versus growth, and qualitative goals (like happiness) can all affect our perceptions, which play a role in our decision-making. Knowing where you want to end up will help you make good decisions to get you there (while still giving you some freedom in the process of how you’ll achieve that destination). In other words, it will you you stop making bad decisions.
Perceptions and inherent patterns can also cause inadvertent actions. Recently, social scientists have focused on how we make seemingly obvious decisions. For example, we tend to be risk adverse, avoid change, and accept the most comfortable alternatives. So, while bad decisions can be changed at any time, we frequently avoid, delay, or defer change. So, while we know eating unhealthy is bad for us, making the shift to buying organic foods and incorporating new, nutritious recipes might feel overwhelming and, as a result, we put off making the good decision to improve our eating habits.
Analysis, statistics, and data are important aspects of decision-making. However, we also need to acknowledge that the parameters, method of analysis, misinformation, presentation, and bias can greatly alter results and data. A simple tool to help avoid these pesky issues: Include a “devil’s advocate” in your decision process. Just taking a quick moment to look at things from a different perspective can help you see clearly… maybe it debunks your theory or, perhaps, it strengthens your convictions. Either way, you (and your decisions) will be better for it. Stop making bad decisions.
What are you struggling with? Do you have a decision you’re wrestling over? Want to learn more about how to stop making bad decisions? Has a bias affected your outlook? Whatever obstacles you’re facing, I’d love to discuss options to improve your business.
Contact:bshlenksy@startupconnection.net or 914-632-6977 Dr. Bert Shlensky earned a PhD from the Sloan School of Management at M.I.T., mentored a few thousand clients at Score as well as in his own practice, grew Sure Fit products from $50 million dollars to $150 million in sales including $60 million of direct Internet sales, was President of WestPoint Pepperell’s Apparel Fabrics Business, and headed the $400 million Culet Shirt Group. In short, he knows what works and can help you lead your company to greater profitability and success.
Functioning during a pandemic is the ultimate conundrum. While constant uncertainty, risk, and complexity complicates (and slows) every decision, the pressing need for immediate change, adaptation, and redirection never lets up. It’s a relentless balancing act between immediate survival and long-term success and the only sure thing is inconsistency. Amidst so many necessary adjustments, it’s difficult to know the best way to advance effectively as we are maneuvering through a pandemic. But, alas, advance we must.
Are baby steps the answer or is big change the way to go?
As we find ourselves maneuvering through a pandemic, on one hand, some baby steps are critical because problems continue to develop every moment that require urgent and immediate changes. While we are rushing to develop solutions, the nature and complexity of immediate goals has dramatically shifted. Safety must be at the forefront of every program and decision. Short-term financial constraints have become paramount while uncertainty is limiting most forecasting through 2021 at least.
Crises Response:
With forecasting unavailable in a rapidly changing business environment, instant flexibility and response are crucial. For example, work-from-home, online shopping, and crowd avoidance will continue to evolve over the next few months.
People management is requiring more quick decisions and administration. When, who, and how do you bring back staff? How do you make decisions and adapt the organization while considering factors like work-from-home, more volatility, and more uncertainty? Should you consider hiring creative types or especially skilled people who can offer new solutions?
Pricing strategies during a pandemic are critical both in controlling costs and generating volume. In particular, you need to recognize new costs and new customer preferences; which will require analysis and measurement using multiple small trials. Consider alternative pricing tactics as well as the entire pricing package. Online sales, measurement, and flexibility will make these rapid changes executable.
The latest trends in dealing with the crises also bias our decisions. For example, many businesses are executing 25% operating formats that most experts think will fail. Every business owner needs to continue to test a lot of alternatives that integrate expectations, uncertainty, psychology, culture, risk, quality control, consumer confidence, and values.
Planning ahead:
Short-term small efforts must be integrated and designed with long-term strategies and operational efforts in mind. Start with a quick assessment of who you are and where you are going with your business. Don’t worry about the details. Just take a half hour or so and write down key goals, challenges, and opportunities. Make it short so you can focus on priorities rather than overwhelming yourself with too much. You can (and should) come back and revise this list frequently.
Assess your potential profitability and financial needs. There are simple profit models that can help you easily determine your viability, key issues, and alternatives. In particular, the analysis should focus on the impact of various factors on your profitability and potential. One of the surprising aspects of this analysis is that growth and prioritization are frequently more important than cost cutting in business success.
Focus on what you do well and eliminate efforts that will fail.
Keep strategies and programs integrated. Issues like rent, supplier relations, marketing, operations distribution, etc. are critical and must remain flexible on a daily basis. And while finances may be tight, marketing could be the best opportunity for success. Additionally, collaboration with suppliers and landlords will be essential for success. Many tenants and landlords seem to avoiding each other, but I suggest negotiating new rent requirements and marketing efforts in order to survive and generate more business. There are also a number of marketing efforts that can be tested and purchased on a reduced or trial fee.
A lot of great discussions are taking place regarding working-from-home, office spacing, and communication. However, most of the talk revolves around physical settings to accommodate spacing and other requirements. We need to also examine the impact on structure, communication, social interacting, and decision-making.
The new normal must include tools that encourage informal communication in order to help develop relationships, build trust, encourage new ideas, and create safe feedback. Examples: some in-office meetings and social events, including part-time or other department staff, promote health and wellness, and develop community efforts to replace interactions that no longer exist such as “water cooler chats.”
“I just thought we should talk more.”
In general, I support developing confidence and taking more risk. In many cases, we overestimate the costs of failures and underestimate the value of success. Midst pandemic, constant uncertainty makes risk more prevalent in all decision-making. Make sure you understand the value, alternatives, and the probability. Similarly, analytics frequently ignores the potential of innovation and out-of-the-box-solutions. Adapt and be flexible. Most efforts won’t succeed on the first try, but practice integrating the positive components from each trial with some different approaches.
Traditional organizations will most likely fail in the wake of the “new normal” because they are inflexible, hierarchical, and change too slowly. Walter Isaacson’s book, The Innovators, illustrates how commitment, diversity, collaboration, and friction among diverse participants such as Jobs and Wozniak or Gates and Allen led to success. The structural key to change is the need to be open to measurement and feedback. Looking at, understanding, and sharing financials, operations reports, and sales reports are the first step. Simple research studies and social media can be additional tools.
As we find ourselves maneuvering through a pandemic, the solution seems to be found in a paradoxical combination of immediate change and big baby steps. Inarguably, the slate needs to be wiped clean and new paradigms are a necessity. This will include immediate crises and opportunity management as well as long-term strategic considerations. A focus on cooperation, open collaborative systems, and trying to keep in mind that “smaller can be better” may offer hope for organizations as they restructure. Finding a way to stay afloat and, ideally, thrive during such a transformative time requires nuanced decision-making. You’ll need to find a balance between small steps, immediate action, gradual shifts, and drastic change while determining which approach works where and deciding if it’s a short-term response or a long-term solution. Sure, it sounds complicated, but that’s the nature of business. And you already knew that.
Seems
a bit like an oxymoron, no? Well, that’s exactly what analytics have become
these days: an oxymoron. A real conundrum. On one hand, data helps us predict
change and plan for the future. On the other, that data can be wrong or
misleading and, therefore, really screw things up. So, I say, take it all in,
but then let (most of) it go.
There’s an ongoing debate regarding the roles of data and entrepreneurship. In particular, the increased availability of analytics data and tools is making planning, scheduling, and analysis much simpler and more accurate. Amazon is one of the best examples of using analytics to improve logistics (i.e. more one-day shipping).
In contrast, the argument stands that these tools are less effective than originally expected. The most significant instances are incorrect data, method, and change. If the data is wrong, access to more data does not improve analysis. Mistakes like Boeing, Afghanistan, WE WORK, G.E. and retail stores represent diverse examples where people simply focused on wrong information. The existence and use of the phrase “alternative facts” supports the unnerving idea that it’s easier to make up lies than it is to refute those lies. That alone does not bode well for analytics and data.
Data can also be misleading when a dramatic change occurs.
Disrupters like E-Commerce, ride share apps, and food delivery dramatically
affected markets and parameters. Consequently, significant shifts in culture,
politics, and buying habits also make economic forecasting much less reliable.
Additionally, analysis is dependent on using the right
tools and methods. Many assumptions and approaches may not be appropriate. For
example, investment advisors frequently tout their individual excellence while
changes in the overall market are usually the largest factor in investment
success. Mathematics shows that the more history one has on a topic, the more
accurate the analysis. However, if parameters change, history may become
irrelevant.
This is why we take it all in. Think on it. Absorb it. Let
it all sit for a bit. And then throw most of it out the window.
You should absolutely consider what they teach on the first
day of a statistics course (Validity, Reliability, and Accuracy) rather than
ignore it.
A recap in case you need a refresher:
Validity is simply focusing on whether
your methods are valid. While sampling, correlation, and other tools can improve
performance, the analysis must be valid. For example, many of us predict that
our team will win. However, the odds in most professional leagues are that
about 3% of approximately 30 teams will actually win.
Reliability is the repeatability
of results. Differing results in political polls or verifying results of
medical tests are examples of reliability issues.
Accuracy is just the correctness of
the measurement process. The most violated rule of accuracy is that you are
only as accurate as your least accurate number. There is a famous story about a
museum guard answering a child’s question about how old a dinosaur was. He said
280 million years plus 39 years and 20 days. When asked where the number came
from, he said, ”When I started, they told me it was about 280 million years
old. I have been here 39 years and 20 days.” While this number certainly seems precise, it probably isn’t very accurate.
I would add a fourth factor to this list, which is probably
the most important: Bias. On one hand, bias is a complex mathematical
term correlated with sampling, randomness, analysis, and other things. On the
other, it is how our culture, background, gender, age, and preconceptions etc.
affect our attitudes and decisions. For example, many studies have shown that
we form an opinion about a presentation within 90 seconds of it starting. I
highly recommend that, in dealing with bias, you manage its existence rather
than trying to deny it.
Finally, tools as well as methods of reporting are
dramatically changing. A colleague of mine recently challenged my website saying
it was “too dependent on PowerPoint and Excel.” While these are both great
tools and are the most dominant analytical and presentational methodologies,
they can have many limitations: The information can be old, longitudinal
analytics is frequently lacking, they are not interactive, they are not visual
enough, and they can be very boring and/or misleading. Nothing is worse than being
forced to sit through a PowerPoint presentation that is too long and loaded
with endless Excel sheets.
In summary, analytical tools offer great potential for success, but they need to be utilized properly and in conjunction with intuition to be effective. So, gather all that data and pay close attention to it, but don’t be afraid to toss it all out.
“Who’s in charge here?” A question frequently asked when things go wrong. We want answers when bad decisions lead us to less than ideal outcomes! We demand to know where blame should be placed for any negative situation we find ourselves in! And we tend to assume that all decisions are made at the top level—and, too often, they are. And that’s the problem. Because the best decisions usually include operational features. Learn to make better decisions.
It’s a common misconception that the smartest, most capable members of an organization are at the top, “running the show.” But, that’s naïve thinking because a majority of us have been that employee dealing with an incompetent boss, right? Successful businesses (and governments) have learned that infrastructure, support, and teamwork are integral to effective decision-making. This is why leaders have advisors and the reason many companies utilize think tanks to make better decisions. Sure, there’s often a need for a strong “all-star” to be the face of a business or team, but organizations are finally acknowledging that operations are the glue holding everything together and communication between all levels is imperative.
With that in mind, it’s easy to see why the current trend shows that operations
and analytics are critical components of marketing and planning. Additionally,
automation, technology, customer needs, and the sharing economy are becoming
vital components of the branding and marketing process. Some examples include:
Internet
sales. In the beginning, delivery and security were thought to be major obstacles.
Today, quality customer service, heightened cybersecurity, and speedy delivery have
become virtually standard. Additionally, the elimination of several processing stages
(like those used in brick and mortar stores) can dramatically reduce costs and
prices.
Innovative
marketing strategies. Creativity, differentiation, and advertising have always been the focus
of traditional marketing and branding approaches. However, factors like value,
service, quality, and culture are producing better results. The evidence is
clear if you compare how brands in department stores target their customers
versus the way Amazon and other leading online stores interact with users.
So how do you utilize operations to make better decisions?
“All-inclusive” business structures. Companies are learning to value expertise and experience over the obsolete hierarchy system. Phrases like, “We have always done it this way,” and, “Because I’m the boss,” simply need to be replaced with a commitment to searching alternative options to find the best solutions.
Integrate Functions. For example, an organization’s Customer Service department is frequently owned by the contact center (voice, chat, email), while a marketing team manages its social media. There’s a silo that needs to be broken down with this relationship in order to keep everyone on the same page and maintain communication between departments.
Critical Analysis. More attention needs to be placed on analytics,
review, and alternative approaches. In particular, risk, probability, and goals
need to be taken into consideration as a critical part of problem analysis and
decision-making. An easy and free analysis tool is the Internet. Simply search Amazon
or Google for a better understanding of your competition.
Welcome failure. We view it as a “bad word,” but it’s part of Success. And an important one. Vince Lombardi got it right when he said, “If you aren’t making mistakes you aren’t trying hard enough.” After all, how many times did Thomas Edison fail before he succeeded?
Curb exorbitance. We all know the expression, “If at first you don’t succeed, try, try again.” And as the previous bullet point states, failure helps us learn. BUT, I do like to make a note that there it is necessary to maintain a balance between the encouragement of innovation and the critical analysis of what is and is not working. Stupid questions may not exist, but bad ideas do. And you need to have the tools and judgment to recognize when you’ve spent too much time or effort on something that isn’t worthwhile. A good decision can be as simple as: stop making the same bad one.
While organizations and environments continue to become more complex and change at rapid speeds, it’s important to adjust your business plan to accommodate these transitions accordingly. Focusing more on Operations can improve the way your business functions, and allowing the decision making process to start at an operational level is an integral part of adapting a more efficient strategy. When decisions are inclusive, they’re more informed. And I think we can all agree that the more informed we are, the better equipped we are to make better decisions.
Dr. Bert Shlensky, president of Startup Connection (www.startupconection.net ) is a graduate of Sloan School of Management at M.I.T. He served as the president of WestPoint Pepperell’s apparel fabrics business as well as the President & CEO of Sure Fit Products. Having provided counseling to over 2,000 clients, his focus is on working with select startups and small businesses.
“He didn’t even say thank you…” The indignation that we feel when people don’t mind their Ps and Qs is very telling of how our words and actions (or lack thereof) affect those around us. In a work setting, this often manifests as appreciation or respect. When someone simply acknowledges or thanks you for your work, it goes a long way. Employees who feel appreciated tend to perform better and have a stronger sense of fulfillment in their jobs overall. It only makes sense, then, that support and positive feedback are essential in order for a business to grow, increase productivity, and experience positive change.
While providing a coworker with a quick “Great work” is always a morale boost, a shift in mindset and a restructuring of business practices may be necessary before you can truly enact significant change. Establishing a support culture can increase productivity and create an environment where conflict is replaced with respect.
Here are a few key elements to creating Support Culture:
Acknowledge and address
disequilibrium.
The most apparent solution is to simply be aware of any dilemma
that arises and consider the implications. Change generally does not occur
unless there is a need, a conflict, or some sort of imbalance. When one of
these exists, we frequently attempt to squash it quickly to avoid change.
However, when conflict is approached with an open mind, the commitment to entertaining
varying opinions with respect, and a willingness to discuss, we open the door
to possibilities and solutions that we may have otherwise overlooked. In
collaborative settings, this encourages communication and compromise as
participants feel supported knowing that everyone’s best interest is being
considered.
Understand the culture and participants.
What
motivates one person will not inspire everyone. We’re all influenced by innumerable
factors including upbringing, past experiences, and innate qualities. For
example, some people are more left-brain, technical thinkers while others are
right-brain, creative types. These people will have different approaches to
doing the same task and that’s okay. Respect that everyone learns differently
and thrives in varying environments. Honor each individual’s strengths and your
team will be stronger for it.
Organizations
need that variety, as productivity is a result of support and encouragement
combined with the appropriate tools and direction. A great example is how sports
coaches often use a mixture of motivational techniques accompanied by hard work
to get players to reach their full potential.
This
approach only works, however, if you know your audience. Once, during a
planning meeting, in which several finance employees were arguing about how to
improve EBITA, the creative head (who was incredibly talented and somewhat
eccentric) asked, “What’s an EBITA? It sounds like an animal.” The takeaway
here is that we must consider our listeners and respect their background and
point of view. When we try to solve problems without taking everyone’s
perspective into account, we risk misunderstandings. We often get so caught up
thinking our own ideas and opinions are the best that we ignore how the
perceptions of others’ will alter our effectiveness. When you know where
someone is coming from, you better understand how to most appropriately and
effectively support them.
Avoid confirmation bias.
Age, status, education, and reputation of the listener and
communicator can all dramatically affect our perceptions. When we make
assumptions about someone based on these sorts of qualifiers, we either
consciously or subconsciously become biased. And it’s nearly impossible to
genuinely support
someone you’re bias toward.
Whether it’s a positive or negative inference, we jump to
conclusions without all of the facts. If you rely on a GPS system that suggests the fastest route, but does
not include traffic, accidents, or construction related detours in its
directions, your bias is misinformed. Frequently, we underestimate the
importance of analytical information or fail to consider things like experience
when communicating alternatives among different groups. It’s important to know
what your biases are and accept that, while we all have them, it is also our
responsibility to challenge the way we’ve been conditioned to think.
Focus on a “WIN-WIN” approach when communicating.
We all know
positive feedback is received more favorably and, yet, how often do we revert
to criticism, blame, or a “one-upping” mindset when we find ourselves in
pressure situations. Support and encouragement are essential to innovation. It’s
important to create and maintain a positive atmosphere where people feel safe
sharing ideas.
Avoid
negative talk and never enter a discussion with the goal of “winning.” It’s not
about winning or losing; the purpose of communication is to share ideas and come
to an agreement on the best solution—whether that’s through compromise or one
party acknowledging that, this time around, perhaps their way isn’t the best
approach.
I like to
refer to Sheryl Sandberg’s advice about establishing an encouraging environment
where people feel confident enough to consider the question, “What would
you do if you weren’t afraid?” When we feel supported, we’re able to let go of
inhibitions. That’s when we’re free enough to experiment and throw out “crazy”
ideas without the fear of failing or being ridiculed. Because those “crazy”
ideas are usually where innovation is born. Similarly, we should look at
mistakes, and even failure, as learning experiences rather than defeats.
Frequently, those frustrations also lead to inspiration.
Be inclusive.
Inclusion
always yields a sense of camaraderie and support. When it comes to
administration, I highly recommend Tom Peters’ “Management by Walking Around.” It
advocates for a more relaxed atmosphere where there is less of a separation
between “bosses” and “subordinates.” It suggests that employees are more
productive in environments that encourage cooperation over intimidation.
Examples of this include informal meetings, going to a coworker’s office
instead of demanding they come to yours, open office space with collaborative
workspaces, and more face-to-face time.
Communicate openly.
Organizations
and individuals who communicate openly are more successful. Keeping everyone
informed inspires a sense of belonging and results in increased productivity.
The old mentality of maintaining exclusivity amongst execs is inefficient and only
fuels a sense of separation. The more people know, the more effective they can
be.
Respectfully manage individuality.
There are always going to be eccentrics who need to be managed differently. Similarly there will be people who need more direction. Learn to appreciate and utilize everyone’s varying skillsets. This may mean giving more freedom to creatives who produce their best work at odd hours or being stricter with employees who thrive under pressure and deadlines. You will also need to address issues of under performance. However, the main point to remember here is to approach all situations with a sense of empathy and respect. When you approach people with a desire and intent to help, they’re much more inclined to be receptive to feedback and help your business increase productivity.
Mind Your Ps and Qs.
This is the most obvious and yet, too frequently, forgotten. The
easiest way to show support and appreciation is through simple words of
acknowledgement like “please,” “thank you,” and “nice job.” Remembering and
using people’s names or referencing a detail you discussed in a previous
conversation goes a long way. Letting people know they are seen and being heard
is one of the highest forms of respect. We all know how good it feels to be on
the receiving end of that.
Establishing a strong sense of respect between customers, suppliers, and coworkers is a critical
component of success. And while it takes constant effort, it is relatively
inexpensive. A great starting point is to simply check in with yourself and ask
if you’re making a consistent effort to see things from others’ point of view
and understand where they are coming from. How much more efficient and
compassionate would we be if we applied this mentality to all aspects of our
lives?
Dr. Bert Shlensky, President of The Startup Connection, offers guidance to help small business achieve maximum sales and profit. He utilizes his 40 years of high-quality experience to launch your business to the next level via technological, social, and online integration. Call or email to setup a free consultation:
When you want to stand out, reach out to Bert for the tools that will build your “sticky” brand. My focus is on understanding and analyzing your dilemmas and challenges, so your company becomes profitable faster.
Call (914) 632-6977 or email me at bshlensky@startupconnection.net. Don’t leave without signing up for our useful free eBook!
Feeling stumped or overwhelmed? Contact Bert at (914) 632-6977 or Email to start the process. Thanks!
