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Do you have a customer service mindset? 3 ways to find out
Here’s a little game for you. Finish the following phases:
- “Do unto others as you would have _____ ___ _____ ____.” (Yes, the Golden Rule)
- “Beauty is in the eyes of ____ _________.”
- “If it were me, this is what __ ______ ___.”
I trust you were able to complete these very common sayings. While well meaning and mostly true, these are not just sayings, they are mindsets. They are beliefs that determine behavior and how we act toward other people. This is all fine except when it comes to service.
Find your focus
In my last blog, I said that service was all about you: your willingness to serve, your decision to serve, your instinct to serve. But what you do—your actual behavior and how you approach a situation—has to be about the customer, if you are genuinely interested in wanting your customer to feel served.
In their original form, these sayings all sound as if they are actually focused on the customer. However, with careful analysis, you will see how they are not:
- “Do unto others as you would have them do unto you.” (There’s an assumption here that everyone wants to be treated the way you want to be treated. Not necessarily so!)
- “Beauty is in the eyes of the beholder.” (Guess what? The beholder is you. The customer might see the situation in a completely different way!)
- “If it were me, this is what I would do.” (Oh, wouldn’t the world be a better place if we were all just like you!)
A better approach
If you were to finish those sayings with the customer in mind, they might sound something like this:
- “Do unto others as they want to be done unto.” (Ah yes, The Platinum Rule!)
- “Beauty is in the eyes of the beholden.” (Much better!)
- “If it were me, this is what….” (On second thought—rid your vocabulary of this one altogether!)
At least the first two can be “spun” to focus on the customer. But the last one—“If it were me, this is what I would do”—is one of the most dangerous phrases in the English language. It’s all about you in the worst possible way.
It is advocacy disguised as choice. It completely blocks you from understanding or giving any consideration to how other people think, feel, make decisions, or in any way might act differently than you would in a given situation. Unless you’re giving casual advice to a friend, stay away from this one.
A one word reminder
So what’s the cure for, “If it were me, this is what I would do” syndrome? In a word, LISTENING.
Listen to understand. Listen to be influenced. Listen to learn. And when you’ve felt that you’ve heard enough—listen just a little bit more—it really is the best way to put yourself in the customer mindset!
About the author:
Ann Phillips is a senior consulting partner with The Ken Blanchard Companies. You can read Ann’s posts as a part of our customer service series which appears on the first and third Thursday of each month.
Customer Service—it can’t be about THEM until it’s about YOU
There’s a common misconception that customer service is all about the customer. Surprise—it’s not necessarily so. Service is definitely for the customer—internal or external—but it’s about you, the service provider.
“What?” you may be asking. “No, it’s about my client.” True … kinda. But it can’t be about them until it’s about you.
The service experience begins and ends with you. That experience is primarily within your control. You get to decide the kind of experience you want it to be. It’s your vision, values, and behavior that drive the service experience.
A case in point
Many years ago, on February 14, I was flying from Chicago back home to San Francisco. I remember the day not only because it was Valentine’s Day, but because I had a reason to be excited that it was Valentine’s Day. (HA!—a rare occasion at that time in my life.)
I arrived at Chicago O’Hare Airport in what I thought was plenty of time to catch my flight, only to discover that I had misread my flight time as my boarding time. Now, instead of being early, I was running late. Once through security, with my briefcase and coat in one hand and my purse in the other, I started running to my gate. As I was running, a felt someone take my briefcase.
I stopped, looked up, and a guy with his hand on my briefcase said, “Where are you goin’?”
I said, “To Gate 75.”
He said, “Let’s go.”
He then took my briefcase and coat and ran all the way to Gate 75 with me. Once we arrived, he handed me my briefcase and coat, wished me well, and left.
Thinking beyond the job description
I don’t know who he was or what he did at the airport. From the jumpsuit, my guess is that he worked in engineering, facilities, or something of that nature. My guess is also that no place in his job description did it say, “When you see a woman running frantically through the airport with a coat and briefcase in one hand and a purse in the other, stop whatever you’re doing, take her coat and briefcase, and run to Gate 75 with her.” I would wager big bucks those words did not exist in his job description anywhere—but he did it anyway.
Service experiences are visceral. What will that experience feel like, look like, and sound like, with you? As a trainer, facilitator, speaker, and consultant, I want to leave participants feeling inclined, compelled, perhaps even inspired to act—to learn more, share information, try something new, DO SOMETHING DIFFERENT!
So, decide:
• What’s your goal for the service experience?
• How do you want to leave people feeling?
• What do you want people saying about you?
Since decisions can become behaviors and behaviors can become instinct—decide carefully.
About the author:
Ann Phillips is a senior consulting partner with The Ken Blanchard Companies. You can read Ann’s posts as a part of our customer service series which appears on the first and third Thursday of each month.
How are you doing as a leader? 3 beliefs that might be holding you back
No one thinks they are bad at listening, receiving feedback, or any other common leadership mistake. That’s why self-awareness is so important for a leader explains Madeleine Blanchard, a master certified coach and co-founder of Coaching Services at The Ken Blanchard Companies.
In Blanchard’s experience, all leaders can benefit from examining some of the mindsets that might be operating just below the surface of their consciousness. It can be as complex as a formal 360-degree assessment, but it can also be accomplished through less formal methods. As Blanchard explains, “Sometimes all a person needs to do is get on the phone with a completely objective person who has their best interest at heart. Someone who is going to say, ‘Hey, what’s up with that? What’s going on?’”
“And they learn about themselves by talking. It is like cleaning out your closet and getting rid of all the old stuff that doesn’t fit anymore or that you never really liked in the first place.”
3 ways leaders hold themselves back
In an interview for the October edition of Ignite, Blanchard identifies three ways that leaders often hold themselves back. See if any of these might be hampering your effectiveness as a leader.
Limiting self-beliefs—people often self-impose rules and expectations on themselves that don’t serve them—even when they know what to do differently. It’s a matter of giving yourself permission. When Blanchard asks, “What keeps you from doing those things?” clients often reply, “Absolutely nothing. It just didn’t occur to me.”
Playing small—Blanchard shares another story about a client who was very comfortable in her own playing field but wasn’t seeing her own potential—or taking steps toward it—the way that others in the organization were seeing her. As a result, she wasn’t building the relationships or networks within the organization that would make her more effective.
Time orientation—finally, Blanchard often works with clients on expanding their time orientations. As she explains, “Each of us has a preferred and habitual time orientation—past, present, or future. Aspiring leaders are often very good at being in the present and focusing on what is right in front of them, but to take it to the next level, they also need to develop skills for future planning.”
Be yourself—only better!
People can and do change. And it almost never requires as big a shift as you might think. Blanchard likes to use the metaphor of a ship on a long sea voyage. If you make even a two-degree change in your direction you completely change your destination.
Where are you headed? What are some of the behaviors that might be holding you back as a leader? To read more on Blanchard’s thinking, be sure to check out Three Ways Leaders Hold Themselves Back.
Interested in learning more about identifying and changing limiting leadership behaviors?
Also check out a special Leadership Livecast on October 10. Over 40 different business thought leaders will be sharing examples of “un-leaderlike behaviors” and how they—or others—overcame them. The event is free courtesy of The Ken Blanchard Companies. Learn more at www.leadershiplivecast.com
Innovators—3 ways to invite others to your next big idea
Innovation requires passion. It takes a lot of energy to develop an idea and implement it successfully in an organization. Fortunately, innovators have passion in abundance.
Innovation also requires collaboration. Very few ideas can be successfully implemented without the cooperation and buy-in of others. Unfortunately, innovators often struggle in this area–especially if they fall in love with their idea and become defensive about feedback.
In an upcoming Leadership Livecast on Un-Leaderlike Moments I share a story about the way this sneaks up on unsuspecting innovators. See if this has ever happened to you.
The birth of an idea
You come up with an idea—it’s one of your best ideas—and you can’t wait to share it with the other people on your team. So you do. And you know what? They’re just as excited about it as you are. You decide to go in together and make this idea a reality.
But soon after, something you didn’t plan on starts to occur. Your teammates like your original concept, but they have some thoughts for making it better. They begin to share their thinking and give you some feedback. How do you react?
Dealing with feedback–two typical paths
If you are an experienced innovator, you take some time to really listen to what your team is sharing with you. You explore what they are saying, you ask for details, and you draw out the essence of their ideas. You realize that no matter how good your original idea may be, it’s always smart to treat feedback as a gift and to listen closely with the intention of being influenced.
If you are a relatively new innovator—and you are really attached to your idea—you may see feedback from your team in a completely different light. Ego can often get in the way and now you become defensive when others suggest changes. You dismiss their feedback as uninformed, uninspired, or just plain limiting. Instead of listening with the intent of being influenced, you listen just long enough to respond and remind everyone why the team should stay on course with your original concept. You become so focused on leading change that you don’t notice the energy, enthusiasm and participation of team members falling off as you march to the finish line.
It’s not until you get there and turn around for a group high-five that you see their weary exasperation with your leadership style. They congratulate you on your project.
A better way
Don’t let that happen to your next idea. Here are three ways to innovate and collaborate more effectively:
- Create space for other people to contribute. Take advantage of everything that people bring to a team. Utilize their head and heart as well as their hands.
- Listen to feedback. Explore and acknowledge what people are suggesting. Listen in a special way—with the intent of being influenced.
- Recognize that no matter how good your idea is, it can always be made better through the input of others. As Ken Blanchard likes to say, “None of us is as smart as all of us.”
True innovation requires passion and collaboration. Create some space for others. It will make your ideas stronger, give you a better chance for success, and create needed buy-in along the way.
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PS: You can learn more about the 40 different thought leaders presenting in the October 10 Un-Leaderlike Moments Livecast here. It’s a free online event hosted by Ken Blanchard.
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Blanchard Webinar–Don’t Let Your Ego Hijack Your Career: 4 Warning Signs
Join writer, researcher, and speaker David Witt for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).
In a special presentation on Don’t Let Your Ego Hijack Your Career: 4 Warning Signs, David will be sharing some of the latest research on ego, personality, and its impact on leadership behavior. You’ll learn four warnings signs of an overactive ego and three ways to keep your ego in check. The webinar is free and seats are still available if you would like to join over 500 people expected to participate.
Immediately after the webinar, David will be answering follow-up questions here at LeaderChat for about 30 minutes. To participate in the follow-up discussion, use these simple instructions.
Instructions for Participating in the Online Chat
- Click on the LEAVE A COMMENT link above
- Type in your question
- Push SUBMIT COMMENT
It’s as easy as that! David will answer as many questions as possible in the order they are received. Be sure to press F5 to refresh your screen occasionally to see the latest responses.
We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies. Click here for more information on participating.
Is it time to join “Egos Anonymous”? Two ways to tell
Best-selling business author Ken Blanchard believes that there are two personality issues that prevent executives from becoming their best selves.
“One is false pride—when you think more of yourself than you should. When this occurs, leaders spend most of their time looking for ways to promote themselves.
“The other is fear and self-doubt—when you think less of yourself than you should. These leaders spend their time constantly trying to protect themselves.”
Surprisingly, the root cause of both behaviors is the same, explains Blanchard in the July issue of his Ignite newsletter. The culprit? The human ego.
Egos Anonymous
To help executives identify the ways that ego may be impacting their effectiveness as a leader, Blanchard often incorporates an “Egos Anonymous” session into his workshops and two-day intensives.
“The Egos Anonymous session begins with each person standing up and saying, ‘Hi, I’m Ken, and I’m an egomaniac. The last time my ego got in the way was …’ And then they share a false pride or self-doubt moment or example.”
EA sessions have become so popular with executives that some graduates of the Blanchard program use the technique to kick off meetings when they get back to their offices.
“They find it really helps their teams operate more freely. It’s very powerful when people can share their vulnerability and be more authentic and transparent,” says Blanchard.
“Ego is the biggest addiction in the world. So many people think of their self-worth as a function of their performance plus the opinions of others. But that’s a dead-end deal. When your self-worth is somewhere ‘out there,’ it’s always up for grabs.”
Start building good habits
For leaders looking to address the impact that ego may be having on their lives, Blanchard recommends asking yourself a couple of key questions:
- “Am I here to serve, or be served?” According to Blanchard, your answer to this question will reflect a fundamental difference in the way you approach leadership. If you believe leadership is all about you, where you want to go, and what you want to attain, then your leadership by default will be more self-focused and self-centered. On the other hand, if your leadership revolves around meeting the needs of the organization and the people working for it, you will make different choices that will reveal a more “others-focused” approach.
- “What are you doing on a daily basis to recalibrate who you want to be in the world?” “Most people don’t think about that,” explains Blanchard. “This could include how you enter your day, what you read, what you study—everything that contributes in a positive sense to who you are.”
“Consider your daily habits and their impact on your life. Take time to explore who you are, who you want to be, and what steps you can take on a daily basis to get closer to becoming your best self. Your leadership journey begins on the inside—but ultimately will have a tremendous impact on the people around you.”
To learn more about ego and how it positively—or negatively—impacts your development as a leader, join The Ken Blanchard Companies for a webinar on July 25—Don’t Let Your Ego Hijack Your Career—Four Warning Signs. This event is free, courtesy of Cisco WebEx and The Ken Blanchard Companies.
Is Your Ego Getting In The Way of Building Trust?
Don’t kid yourself – you’ve got an ego and sometimes it gets out of control. You may not act like a pompous jerk in public, but if you’re human (and if you’re reading this then there’s a good chance you are), you’ve undoubtedly had those self-righteous, egotistical thoughts run through your mind from time to time whenever you’ve felt the need to impress someone or in response to a perceived slight. If you’re not careful to keep your ego in check, it’s likely that it’s causing you to erode trust in your relationships.
One of the four key elements of establishing trust in a relationship is being “believable,” which means acting with integrity. In polls and surveys I’ve conducted with hundreds of people, this one element is often cited as the most important element in building trust. It’s also the element of trust that takes the biggest hit if your ego is left unchecked. An out of control ego signals to other people that you believe you’re more important than them, place your interests ahead of theirs, and that others can’t be vulnerable with you without fear of being taken advantage of.
There are three key areas leaders can focus on to keep their ego in check, increase their “believability” with others, and build trust.
- Honesty — The basics apply here: don’t lie, cheat, or steal. But being honest also means not stretching the truth, telling half-truths, omitting facts out of convenience, or failing to speak the truth when needed.
- Values — Do you know what your core values are? What motivates you as a leader? When faced with a difficult choice, what are the values you use to filter your decision? Developing and articulating your values, and asking others to hold you accountable to living out those behaviors, will help keep your ego in check and allow others to gain confidence in the consistency of your behavior.
- Fair Process — Do you treat people fairly? Egotistical leaders love to play favorites. Trustworthy leaders treat people ethically and equitably. Being fair doesn’t mean treating people the same across the board, no matter the circumstances. It means treating people fairly according to their specific situation and upholding consistent principles and ideals with your entire staff.
A believable leader is someone who acts with integrity and is a role model for the company’s values. We commonly describe believable leaders as credible, honest, and ethical. When someone is believable, he or she tells the truth, holds confidences, is honest about his or her skills, and gives credit when credit is due. Notice that egotistical doesn’t appear anywhere in that description. Egotistical leaders “bust” trust, whereas as believable leaders “boost” trust, and by focusing on developing honesty, values alignment, and acting fairly, leaders can keep their ego in check and build trust in the process.
This is one in a series of LeaderChat articles on the topic of trust by Randy Conley, Trust Practice Leader at The Ken Blanchard Companies. For more insights on trust and leadership, visit the Leading with Trust blog or follow Randy on Twitter @RandyConley.
Is this personality trait holding you back as a leader?
In a new online article for Fast Company, Scott and Ken Blanchard identify one of the biggest barriers to people working together effectively.
The culprit? The human ego.
As they explain, “When people get caught up in their egos, it erodes their effectiveness. That’s because the combination of false pride and self-doubt created by an overactive ego gives people a distorted image of their own importance. When that happens, people see themselves as the center of the universe and they begin to put their own agenda, safety, status, and gratification ahead of those affected by their thoughts and actions.”
Fortunately, the two Blanchards share a four-step process that can help keep an overactive ego in place.
Name it and claim it—taking a page from popular 12-step programs, the Blanchards describe a well-known opening they use when they conduct “Egos Anonymous” meetings for senior executive groups. They have the executives, in turn, share the last time they let their egos get in the way of their leadership effectiveness. What they usually find is that the ego-driven episodes are a result of fear or false pride. By having the leaders “name and claim” the ways that their ego has derailed their behavior in the past, they give the leaders their first tool to begin to neutralize the ego’s power.
Practice humility—another way to recalibrate an overactive ego at work is to practice humility. For a leader, this means recognizing that it is not all about you; it’s about the people you serve and what they need. To illustrate their point, the Blanchards use a great story from fellow consultant Jim Collins on how to tell the difference between serving and self-serving leaders. As Collins describes it, “When things are going well for self-serving leaders, they will look in the mirror, beat their chests, and tell themselves how good they are. When things go wrong, they look out the window and blame everyone else. On the other hand, when things go well for great leaders, they look out the window and give everyone else the credit. When things go wrong, these serving leaders look in the mirror and ask themselves, ‘What could I have done differently?’”
Find truth tellers in your life—these people are essential to a leader, “Especially as you climb into the higher ranks of an organization,” explain the authors, “where honest feedback becomes scarce and everyone treads lightly. These are the people who know you well, don’t have anything to gain from being less than honest with you, and who you can count on to give you the straight scoop.”
Be a learner—the final strategy the Blanchards recommend for rebalancing your ego is to become a continual learner. You need to be open to learning from other people and listening to them. For leaders who are used to being the smartest person in the room, they recommend starting a joint project with someone who has the skills and energy to do what the leader doesn’t know how to do yet. It’s a great way to discover what it’s like to be a learner again.
Don’t let your ego derail your career
Talent, competitive drive, and confidence are the skills that often ear-mark people for leadership positions. If balanced with a healthy dose of reality and humility, these skills can lead to a long and successful career that benefits the leader and the organizations they serve. Unchecked, they lead to self-centered behavior and a stunted career path. To accomplish great things, you are going to need the cooperation and talents of other individuals.
So name your ego lapses. Practice humility. Invite honest feedback. Learn from others. These practices will not only eliminate your blind spots, they’ll also open the way for you to accomplish more for yourself and others.
To read the complete article, check out Don’t Let Your Ego Hijack Your Leadership Effectiveness on Scott and Ken Blanchard’s page at Fast Company.
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How to change when you don’t want to—3 tips for leaders
Have you ever found it hard to change your behavior—even when you knew it was exactly what people wanted you to do?
See if this sounds familiar. Our family is going out to dinner. My husband is driving. We pull into the parking lot and I see a fabulous parking place right in front. (I love to find great parking places and I think everyone else should also.)
So I start to share my expert-parking-place-finding-radar-response and guess what happens next? He is NOT interested and says, “Don’t even think about it!”
Why the quick response? Because he and I have been over this ground many times before and I know I am not to speak during parking lot time unless we are going to die. But changing behavior is an ongoing challenge and just because we know what people want us to do, that doesn’t make it any easier.
3 ways to help yourself change
Still, my experience working with many different leaders over the years has convinced me that we can change anything we want if we put our mind to it. Here are three tips if you are committed to changing some hard-wired behaviors.
- Focus on the other person’s wishes—be clear not only on what the other person wants, but why he or she wants this. In my example above, after realizing this situation had come up numerous times before, I decided to find out why my significant other wasn’t interested in my brilliance. He said it distracts his driving when he has to look where I want him to look. (Well that was informative. And to be honest, I actually would rather be safe than have the closest parking place also.)
- Practice what you want to replace your usual behavior with by rehearsing what you are going to do in a similar situation the next time. For me, rehearsal meant chanting, “Never miss an opportunity to exercise,” as I practiced parking as far away as possible while my hard-wired brain kept pointing out, “There’s one, there’s another one, and oh look, still another one.” (I also kept reminding myself of why my husband doesn’t share my passion for prime parking spots—his value of family safety is more important than that front row space.)
- Recognize when you do it right by celebrating when all goes well. Embed your new skill into your brain by creating a pattern for your new behavior so next time it won’t take as much energy. Even though your new behavior may leave you feeling somewhat dissatisfied—or underutilized in my case—take your attention off of yourself and celebrate how you made the other person feel. Mentally go over what you did, why you did it, and what the fabulous results were. (This actually creates a stronger neural connection to the behavior that makes it easier to access next time.)
It takes practice and time
Figuring out what others want and acting on that knowledge is a rare, but powerful, way to build lasting relationships—at work and at home. It takes focus, practice, and a recognition of results. Everyone likes to be treated in the way they like to be treated. Our challenge as leaders is to flex what we want to do to meet the needs of others.
About the author:
Vicki Halsey is one of the principal authors—together with Kathy Cuff—of The Ken Blanchard Companies’ Legendary Service training program. Their other-focused posts appear on the first and third Thursday of each month.
The Biggest Mistakes Leaders Make and How to Avoid Them
Join best-selling author and consultant Chris Edmonds for a complimentary webinar and online chat beginning today at 9:00 a.m. Pacific Time (12:00 noon Eastern).
Chris will be exploring three actionable steps leaders can take to self-diagnose, assess, and change unwanted behaviors in a special presentation on The Biggest Mistakes Leaders Make and How to Avoid Them. The webinar is free and seats are still available if you would like to join over 600 people expected to participate.
Immediately after the webinar, Chris will be answering follow-up questions here at LeaderChat for about 30 minutes. To participate in the follow-up discussion, use these simple instructions.
Instructions for Participating in the Online Chat
- Click on the LEAVE A COMMENT link above
- Type in your question
- Push SUBMIT COMMENT
It’s as easy as that! Chris will answer as many questions as possible in the order they are received. Be sure to press F5 to refresh your screen occasionally to see the latest responses.
We hope you can join us later today for this special complimentary event courtesy of Cisco WebEx and The Ken Blanchard Companies. Click here for more information on participating.
