Mr. Shanahan–What’s Behind Your Question?

Ask any major league starting pitcher with a high pitch count how he feels in the late innings of a game, and 99 percent of the time he’ll tell you that he feels great. In fact, he probably doesn’t feel great. He’s probably trashed. The pitcher responds the way he thinks he’s supposed to.  After all, he’s a warrior!

This was essentially what Mike Shanahan (football coach of the Washington Redskins) did with quarterback RG3 (rookie phenom Robert Griffin III) on Jan 6th in a playoff game against the Seattle Seahawks. RG3 was clearly hobbled—barely able to defend himself. He was gimping around on the same leg (knee really) that he had severely injured earlier in the year.

‘You OK?'” Shanahan asked.  “And he [RG3] said, `I’m fine.'”   This exchange was late in the game.  At that point, even a grade school kid could tell RG3 wasn’t right. RG3’s response was no surprise—he was responding the way he was expected to. After all, even as a rookie, he was the face of the franchise and its unquestioned leader.

RG3 stayed in the game.  Minutes later he mangled his knee trying to recover a botched snap from center. RG3 was not only out of the game but possibly next season as well due to, among other things, a torn ACL.

Shanahan tempted fate.  He lost.

Shanahan’s assertions that he left RG3 in the game because RG3 said he was fine are ridiculous.  Shanahan has been coaching for—what—a gazillion years? He knew better. He knew that RG3 would say just about anything that would keep him in the game. In other words, RG3 responds the way he thinks he’s supposed to.

Even if the question came to mind, it should have never left Shanahan’s lips. In the end, however, RG3’s answer to Shanahan’s question proved to be the justification Shanahan used to keep RG3 in the game.

Let’s call this what it is, a lapse in judgment—a very costly one.  RG3 shouldn’t have been on the field—even if he’s our best player in the year’s most important game.

The lesson:  We’ll learn far more about ourselves as a result of asking this type of self-validating question than anything the person ever tells us in return.

Monday’s Pleasant Surprise

Trust Across America is an organization dedicated to improving the level of trust within the business sector.  Founder Barbara Kimmel has done a tremendous job growing the influence of the organization.

Earlier today Trust Across America published their top thought leaders for 2013. I’m pleased (and humbled) to have been included. The list has many notable (and impressive) people.

I can only hope this honor helps advance the important work we’re doing here at Wiersma and Associates.

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The Key Mind-Set That Translates To Better Sales Performance

Professionals realize (and act like) they’re part of something bigger than themselves (mind-set two)

Mindset #2 often has the biggest impact on results.

An underdeveloped mindset #2 plays havoc on an organization’s culture—and the results that emanate from that culture.

Consider:

***An executive team that is littered with people who have messiah complexes and regularly back-stab each other.

***A department head whose self-aggrandizing style puts the organizations needs secondary to their own.

***A front-line clerk who believes they have a job—but not responsibilities.

For those familiar with The Power of Professionalism, these examples remind us of the debilitating impacts that the lack of mind-set #2 has on an organizations performance. And sometimes when we think culture, we think inside the organization. Yet culture naturally impacts an organization’s outside world as well.

Take the sales function for instance.  An underdeveloped mind-set #2 clearly hurts sales. Sales leadership expert Lisa Earle McLeod’s research has shown that quota- driven sales people sold substantially less than those sales people who wanted to make a real difference with their customers.  The latter group held mind-set #2 in spades, the former group far less so.

McLeod refers to the ‘difference makers’ as ‘selling with noble purpose’.  Her latest book—Selling With Noble Purpose–outlines the specifics.  McLeod’s research turns on its head the belief that money is the primary motivator for top sales performers.  The irony, of course, is that those whose primary motivation  was on making  a real difference with customers made far more money than those whose primary motivation was money.

For sales people the lesson is clear: put the client’s needs first and the money will follow—you needn’t have to choose between the two.  Isn’t that what you’d expect from a professional?

Trouble is “average reps are usually thinking about themselves and closing the deal”…this according to McLeod.  Whatever attention the average rep pays to the client, it isn’t their full attention.  Many of these reps can’t ‘get beyond themselves’. This doesn’t suggest they’re bad people, but it does suggest they’re subject to the whims of human nature—as we all are. Plus, the fact that most sales managers focus almost exclusively on ‘the numbers’ (at the expense of truly understanding—let alone appreciating– customer needs) no doubt contributes to this problem.

These average reps (and often their managers) simply haven’t yet developed a full appreciation of mind-set #2.  Unfortunately results suffer as a result.  It’s just as true with customers as it is inside the walls of the company.

Are You Comfortable In Your Own Skin?

One of the important characteristics that is almost always found in a ‘true professional’ is the degree to which they are ‘comfortable in their own skin’.

In other words, they know who they are and aren’t inappropriately fearful of a new market entrant or feel threatened by the success of others….things like that.

Seth Godin recently published a blog post entitled True Professionals Don’t Fear Amateurs. That post nicely captures a number of important points that are consistent with the premise of being comfortable in one’s own skin. Enjoy.

Even The Elite Aren’t Immune

Many in the United States feel that, in varying degrees, there’s an inherent bias in the media. It’s hard to argue with a straight-face that there isn’t.  Most of us expect the media to be neutral when it comes to political matters—that’s what most of us feel a professional journalist is supposed to do.  They’re supposed to be objectively reporting the news, not making it.

The media in Mexico makes bias in the US look pale–at least if you believe a recent article in Fortune.  In Televisa vs.The People Mexico’s broadcast monopoly is accused of helping a candidate win the presidency.  The article is an eye-opener…check it out. Unlike the US, there’s been outrage in Mexico.  In July nearly 100,000 people protested…yes, you read correctly—100,000 !  The specifics are outlined in the article.

Ironically, Televisa’s brand appears to have been tarnished—along with hurting its business interests.

How interesting…even when you’re part of the elite and ‘in the tank’ for your nation’s president and you violate professional ideals, you ultimately pay a price. That’s encouraging…and an important lesson each of us should remember.

The Unpaid Invoice

Last night I was teaching about The Power of Professionalism at one of our local Universities.  An enterprising woman raised an illuminating question about how to best handle—professionally—dealing with a client who had failed to pay her bill. Turns out, the woman was holding some inappropriate assumptions that professionals should somehow avoid conflict.

I dissuaded her of that notion.  This topic was actually something we had covered in an earlier post.

The woman’s assumptions had impacted the types about tactical approaches she was considering using with her client—none of which would likely prove satisfactory in the long run.

I suggested a different approach. Namely, to get the conversation on a higher plane—a professional plane, if you will.

Here’s one way to start that conversation—with someone we’re calling Judy.

“Judy, I trust you’ve sensed my frustration recently with the circumstances surrounding the unpaid invoice. Please know that I enjoy working with you and want you to succeed.  I’ve found that my most impactful (and enjoyable) consulting experiences have been when I’ve had a truly professional relationship with my client.  As a fellow professional, I’d appreciate understanding from your point of view what it means to have that type of professional relationship….one that really works.”

From here, do a lot of listening.  Understand Judy’s perspectives.  You’ll learn a lot….more than you might imagine.

The key here isn’t the well-scripted words that comprise the conversation’s prelude—the words that (hopefully) ‘warm up’ Judy.  This isn’t a script, so don’t treat it as such.  What you’re trying to do is invoke Judy’s identity of herself as a professional—therein lies the key.   Do that and you’ve got half the battle already won.

100 and Counting

This is the 100th post on this blog.  I started the blog reluctantly.  Whatever concerns I initially had are now gone. Truth be told, I enjoy writing the blog.  I hope people enjoy reading it—although I’d rather know than just speculate what people’s impressions are.

It’s time for a reality-check, time for some feedback.  Tell me what you think.  Be honest.

What aspects of the blog do you like?  What’s the very best aspect of the blog? What types of posts do you learn the most from?   What types of posts interest you the most?

Anything about the blog you’d change?   Any complaints?  Anything you’d like to see more of?  Less of? Are there best practices from other blogs you’d suggest we add/modify?

Let’s make the next 100 posts even better than the first 100.  Thanks, in advance, for weighing in.

The Election–It’s About Confidence Stupid

In two weeks the US goes to the polls to elect (among other things) the president. It’s a tight race. The election is dominated by concerns over the lackluster economy—which has clearly become the defining issue of the election.  Simply put, all other issues in this election are largely peripheral.  This election is about regaining confidence in the economy.

Founder James Madison wisely observed that “the circulation of confidence is better than the circulation of money.” To me the successful candidate will be the one who people have confidence in—confidence to turn the economy around.  It’s true that confidence can sometimes be misplaced.  Let’s hope that’s not the case in two weeks.

More About ‘The Code’

When people use code they’re being less than forthright.  Consider:

The potential recruit who says, “I’m interested” when asked about their impressions of the position they’re interviewing for.  ‘Interested’ in this instance is code for, “it’s true I’d consider your position, but I’m really considering a number of options.” To assume the recruit is actually committed would be a mistake.

The senior officer who says, “here at ACME we’re always looking out for your success” when speaking with a new analyst in her department.  It’s a much weaker thing to say that the company (e.g. ACME) is looking out for the analyst’s success than for the senior officer to personally commit to the analyst’s success.  In this instance, ‘we’re’ is code for the senior officer to hide behind ACME (an oft-time nebulous, faceless organization) and avoid making a personal commitment to the analyst.

The hiring manager who says “we’re looking for fresh perspectives” to the 55 year old job applicant.    That’s code for “we’re looking for younger workers”.  The applicant shouldn’t be mislead, there is a snow ball’s chance in a very hot place they’ll be hired.

Authenticity is the anti-thesis to code.  Most organizations would be well served by increasing authenticity and decreasing code….largely because code is less-than-forthright, it can mislead, it breeds cynicism…and, most importantly, it undermines trust.  Until authenticity increases, know the code.