ELECTRONIC HOUSE CALL - March 17, 2006

I just got back last night from four days at the International Pizza Expo in Las Vegas. This year's show was particularly impressive, setting attendance records and packing the seminar rooms. These folks are serious about improving what they do and how they do it. They are a fun group to work with.

Now I get almost two weeks of home time before I get on a plane again. There is lots to do to stay on top of two major conferences in June, get ready for my program at the NRA Show in Chicago ... oh, and a month from now Margene and I will be off to Italy and France for three weeks for our annual corporate meeting!

Oh ... and Happy St. Patrick's Day!

WORKING IN FEAR
At Pizza Expo, someone asked me why apparently successful operators would not listen to new ideas. The short answer is that they are scared. That may sound strange so let me explain a bit more.

The only reason that you would not be open to a new idea -- of any sort -- is that you are deep within your comfort zone. You have created your little world and snugged up around you. Anything that might challenge your current thinking looks threatening. In other words, you are scared of having your thinking questioned. But what is the big deal ... really?

The example I often use in my seminars is that someone on your staff could come to you and say, "Boss, I think I want to eat my dog." Unusual, perhaps, but you could consider that idea and understand where they were coming from ... and why that idea might make sense to them ... without having to agree, disagree or have an opinion one way or the other ... couldn't you?

"That's a different idea. Fill me in more about it ... when did you start thinking that? ... hmmm ... very interesting. Well thanks for telling me about that."

Should that be threatening? Is anything accomplished (other than alienating the other person) if you pass judgement on their idea by feeling the need to agree or disagree (particularly when accompanied by a lecture on what is right and what is wrong)?

If you find yourself having negative or angry thoughts when somebody brings you a new idea or expresses a view that is different from your own, it should be a warning that you are getting caught up in your own thinking and starting to operate out of fear. This can be bad for your mental health and devastating to your business.

You can feel fear in the air and it is not a pleasant sensation. When you work from fear, you tend to manage from fear as well. Fear only lowers the climate in the organization, causes little things to look like massive problems and makes exceptional service virtually impossible.

That's a steep price to pay for your need to be "right." Loosen up, shut up, open up ... and you might just learn something new.

CREATING THE EFFORTLESS ORGANIZATION
If you missed the Super Summit programs last year, you are about to get another chance. The program is now called "Leadership From the Inside Out" or LIO Program for short. It will be offered only once this year -- in Nashville, Tennessee on June 12-13. But rather than give you a long sales pitch, I will let one of last year's attendees tell you how it affected him.

"The results of this program were completely unexpected. I connected with this as a business. But I was very pleasantly surprised that the listening skills and understanding about presence allowed me to solve a problem that has been going on between me and my wife for three years.

"I came to understand that it was me and my inability to be present and listen that was causing the problem. As soon as started truly listening and being present, our relationship moved up four or five levels. We are now communicating and appreciating each other much more.

"It is so exciting to be able to come to a program like this and learn something that is totally unexpected and solves a long-standing problem -- in this case with my wife and partner. It’s extraordinary.

"The program did two things for me as it applies to business. It affirmed some principles that I have believed in and tried to practice. I also had two major insights that will greatly help our business." -- Rick Riccio, Director of Operations, Washington Square Group, Huntsville, AL

A Note From the Doc:

Rick was so struck by the program that he came back to a second session ... and brought six of his key staff members with him! Since then, he has totally restructured his company to get more done with less effort ... and fewer people!

In just the last four days, we have had eight applications for LIO 2006 ... including one from Ghana ... and there are only 36 seats available in the program. What impact might life-changing insights like Rick's have on YOUR business, YOUR relationships and YOUR peace of mind?

You certainly want to find out more about this unique program. Get the whole story on LIO 2006.

THE MARCH SURVEY
One of the most frustrating parts of management is getting the staff to do what you want them to do ... when you want it to happen ... and the way you want it done. I go into depth on this subject with my coaching program subscribers ... but now it is your turn.

This month the EHC Survey looks at staff motivation and incentives -- what is working for you, what isn't ... and what you are doing about it. I expect a LOT of great ideas.

As usual, I will provide a compilation of all the responses to everyone who contributes to this project. Add your thoughts to the March survey.

THE PERPETUAL QUESTION
What did you learn from your staff today?

I learned that I am not always right. Given the chance, my staff may have ideas and suggestions that I have never thought of.

A staff member who questions the way things are done is not necessarily insubordinate, but rather is someone who truly cares about the well-being of the company. If I can get past my own "stuff" and really listen to what they have to say, I always learn something new. -- Lisa Buck, Chef, Reef, Boise, ID

Lisa's note is the perfect example of being willing to operate with a lack of fear and opening yourself to new ideas. These may often look like someone is challenging your authority, particularly given the blunt style of many young workers. But if you can get past the initial jolt, quiet your mind and start asking questions, you can not only learn something but create a bond at the same time.

I am reminded of a story about a forklift driver. The plant where he had worked for 17 years was sold to another company. The new manager arrived and said, "Jerry, you have been working here for a long time and must have seen a lot. Do you have any ideas as to how this place could run better?"

Almost with tears in his eyes, Jerry said, "I've been hoping that someone would ask me that" ... and pulled out 40 pages of notes that he had made over nearly two decades ... but nobody had ever asked!

How many of your workers might have similar lists? How will you ever know if you don't ask?

Never doubt that the most critical -- and perhaps profitable -- management skill you can develop is your ability to truly listen.

I will continue to collect your answers to this important question ... and you can add comments as often as you want. Just click on the link below and contribute your insights for the common good (and your own as well!)

What did you learn from YOUR staff today?

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