With both the season of giving and the end of the year upon us, this seems like a good time to discuss ways in which we value our teammates. Whether your team consists of only yourself and your sales assistant / secretary [ignoring, of course all of the other support people who make your success possible], or includes partner(s) and other associates, this is a great time to really examine the many ways they have contributed to your success in the past year and to communicate genuine appreciation for all their hard work.
Today seems more than ever to reflect the "ME" generation. As if each of us is solely responsible for our successes and someone else is solely responsible for our failures. A brief review of all the things others do to help free our time and attention so that we can focus our strengths on what's most important now, might help us to recognize where we would be if all of our successes really did depend solely upon our personal efforts.
So, with Christmas right around the corner, take a moment to thank each person who has affected your business this year [e.g., referral sources, administrative staff, the bond specialist on the other side of the country who helped you solve a client's problem, the compliance staff who's timely intervention helped you avoid a costly mistake, etc.]. A card, a small gift, in some cases a check or even just a few minutes of your time won't cost much but can have a real impact on their work and motivation in the coming year. Remember, communicating to someone that you value them is the single most important message you ever send. Have a Merry Christmas and a very successful 2011. Thanks. kfg
Monday, December 20, 2010
Thursday, December 16, 2010
Coaching / Counseling Employees
Whether you manage a single team or an entire office of employees, you need to meet at least yearly with each of them to counsel about their performance. How you approach this task as well as how you communicate your observations and judgments of the employee's performance / behavior will have a major impact upon how they respond. This problem occurs most often when the manager focuses more on the specifics of the performance than on the employee.
Although most employees have enough survival instinct to respond positively on the surface to negative feedback, they may be defensive and resentful underneath and express that reaction once the interview is completed. That kind of response rarely leads to positive change and can result in poorer rather than improved performance following the interview. Worse, since people tend to complain to at least a dozen people when they are unhappy, it can even poison the atmosphere within the team or office. In fact, research completed by the Gallup organization demonstrated that if negative employees have actual contact with clients or prospects their negative feelings can result in the loss of those clients [see, Rath & Clifton, How Full is Your Bucket?].
To improve positive results when coaching or counseling an employee, consider using three effective tools as part of the process:
1. Determine first the reason for any substandard performance. Was it a matter of their not knowing how to complete the work properly? If so, get them the needed training. Was their performance substandard because of obstacles they couldn't overcome? If so, consider the possibility that removing those obstacles might be your job. Finally, was the problem a lack of motivation? If so, discuss it with them and try to determine the cause. Then develop an effective process to help the employee maintain motivation. Remember, one size DOES NOT fit all. What motivates you may not motivate them.
2. Negotiate expectations with the employee instead of just dictating demands. Demands almost always result in defensiveness and resistance. A negotiated settlement requires the employee to own the outcome and take responsibility for all future results.
3. Follow a few simple rules-of-thumb for giving feedback. For example, praise in public but rebuke in private.
As managers, when we focus primarily on performance rather than the individual we can actually hurt rather than help future results. Focus first on the individual and then on the specifics of the performance. For a free PDF copy of my article, "Tips for Coaching and Counseling Employees", go to my website at www.GretzConsultingGroup.com and register as a member.
Although most employees have enough survival instinct to respond positively on the surface to negative feedback, they may be defensive and resentful underneath and express that reaction once the interview is completed. That kind of response rarely leads to positive change and can result in poorer rather than improved performance following the interview. Worse, since people tend to complain to at least a dozen people when they are unhappy, it can even poison the atmosphere within the team or office. In fact, research completed by the Gallup organization demonstrated that if negative employees have actual contact with clients or prospects their negative feelings can result in the loss of those clients [see, Rath & Clifton, How Full is Your Bucket?].
To improve positive results when coaching or counseling an employee, consider using three effective tools as part of the process:
1. Determine first the reason for any substandard performance. Was it a matter of their not knowing how to complete the work properly? If so, get them the needed training. Was their performance substandard because of obstacles they couldn't overcome? If so, consider the possibility that removing those obstacles might be your job. Finally, was the problem a lack of motivation? If so, discuss it with them and try to determine the cause. Then develop an effective process to help the employee maintain motivation. Remember, one size DOES NOT fit all. What motivates you may not motivate them.
2. Negotiate expectations with the employee instead of just dictating demands. Demands almost always result in defensiveness and resistance. A negotiated settlement requires the employee to own the outcome and take responsibility for all future results.
3. Follow a few simple rules-of-thumb for giving feedback. For example, praise in public but rebuke in private.
As managers, when we focus primarily on performance rather than the individual we can actually hurt rather than help future results. Focus first on the individual and then on the specifics of the performance. For a free PDF copy of my article, "Tips for Coaching and Counseling Employees", go to my website at www.GretzConsultingGroup.com and register as a member.
Saturday, December 4, 2010
Holiday Prospecting
The holidays are upon us. While many advisors find themselves busy helping clients make last minute adjustments for tax purposes, others seem to find themselves with too much time on their hands. This is a tremendous time of year to expand your prospecting pipeline in a powerful way.
Attend as many holiday gatherings as possible that will also be attended by some of your best clients. While there, socialize with them and ask them to introduce you to people you don't know. Note: this should be low key. Don't shove your card at anyone unless they ask. Obtain names and information you can use later, but be sociable rather than business oriented. If the opportunity arises, introduce your clients to each other and to individuals who might be able to help them in some way. This can create a tremendous amount of good will on both sides.
Successful financial advisors tell me that some of their best contacts have been made at this time of year and in just this way. Good luck. kfg
Attend as many holiday gatherings as possible that will also be attended by some of your best clients. While there, socialize with them and ask them to introduce you to people you don't know. Note: this should be low key. Don't shove your card at anyone unless they ask. Obtain names and information you can use later, but be sociable rather than business oriented. If the opportunity arises, introduce your clients to each other and to individuals who might be able to help them in some way. This can create a tremendous amount of good will on both sides.
Successful financial advisors tell me that some of their best contacts have been made at this time of year and in just this way. Good luck. kfg
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