All posts tagged: radical accountability

Can Parents Be Effective Leaders?

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In today’s Financial Times, Luke Johnson poses the question, “Can you be a good father if you are running a business?” While this is a relevant question in this day and age, it should bother all of us that we even need to ask this question.

Maybe, just maybe, this is one of the reasons why the culture in the US Secret Service is so dysfunctional. In a report this morning on NPR (National Public Radio), ex-agent Dan Emmett mentioned some of the family events he missed while working long hours, at times going as many as four days without sleep. Do we really want overly tired individuals, who could be distractedly pondering a missed recital or football match, tasked with such an important job?

Whether a leader is a father or mother, there are some sacrifices that don’t have to be made. Take, for instance, two staffing companies, one large, one small. The CEOs of both were tired and ready to be done with their unbalanced cultures. So, both instilled a leadership approach, that I provided to them, to permanently change their cultures. That structure is:

  1. Plan around your family
    All leaders, from the top down, are required to plan their work calendars around family commitments.
  2. Make room on the fly
    Accommodations are made, as they come up, for unforeseen, important family-related events.
  3. Cover and counter
    Leaders look out for one another, covering for planned and last-minute events, countering anything that could interfere with this important family time while also ensuring that the business is run in an effective way.
  4. Repeat 1, 2, and 3
    This process is never treated as a one-time event, instead, being an ongoing way of doing business. In addition, this same methodology is filtered down to staff level roles, as well.

Both companies are having an incredible year. Revenues and profits are high with turnover being at its lowest levels in the histories of both companies.

The skills employed by parents often translate quite well into leadership roles. That is, if those leaders are being mindful of priorities, setting a positive example, and expecting that their direct reports do the same. For parents, this begins with being responsible about the most important aspect of our lives, our children and our families.

Scott WintripCan Parents Be Effective Leaders?
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The Advanced Level

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

Many professionals want to be at the advanced level, preferring to take part in processes or education that employ advanced skills. While that’s noble, the advanced level isn’t what most people think.

Advanced selling, leading, recruiting or serving isn’t about learning and doing complex things. Rather, it’s about doing the simple things consistently, persistently, and insistently.

These include:

  • Consistently employing core competencies from start to finish.
  • Persistently engaging in these behaviors in every instance and interaction where they apply.
  • Insistently being responsible and holding others as responsible for honing and perfecting these competencies through practice and application.

The most successful leaders, salespeople, recruiters, and service personnel aren’t typically super smart, super talented, or even super lucky. They are people who do the simple things all of the time. This alone is what distinguishes someone as being advanced at their role.

Operating at an advanced level, when done right, is straightforward. What makes it hard is when people are inconsistent in doing what matters most.

This Week’s Radical Accountability Activating Action: Practice being consistent, persistent, and insistent at the core competencies of your role. While practice rarely makes us perfect, practice does make profits.


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Scott WintripThe Advanced Level
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Unforgettable Leadership

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

How often is the leadership of yesterday forgotten today? In at least some instances, it’s probably like the artwork in your home or office.

When’s the last time you really paid attention to your art or decorations? Not just a quick glance, but really taking a moment to appreciate the beauty of a piece or remembering what attracted you to it in the first place. Most people admit that the only time they take notice is when someone asks them where they acquired a particular object OR its significance. Simply put, after a while everything blends in, even things that are especially meaningful to us. This is Artwork Affliction and it’s negatively impacting the work of many leaders.

Smart product manufacturers understand this concept, which is why they change their packaging from time to time. Last year, I remember seeing a Pepsi can that had the colors of a Coca Cola product. Just above the Pepsi label were the words “Great new look. Same great taste.” Did they new packaging work? Well, it got my attention enough to mention it here.

Artwork Affliction happens every day in corporations across the globe, and it’s not only the art that’s being overlooked. Those signs espousing your customer service best practices haven’t been noticed in months. The sales process document that you ask people to keep on their desks is collecting dust. Even the main page of your intranet barely gets a notice even though the content may change from time to time.

Radical Accountability, an unwavering responsibility for getting done what matters most, includes a number of methods that eliminate the need for heavy-handed leadership. Leaders all too often have to remind people to do the very things noted on the wall, sales process document, or computer screen because of Artwork Affliction. When leaders do this in the most positive way, it still can feel like micromanagement even though people haven’t been paying attention.

The cure for Artwork Affliction is relatively simple: change the look, location, or liability. You can alter the design, color, or formatting—the look. Moving the location, just like moving furniture, often recaptures attention. To shift the liability, delegate responsibility to team members for regularly modifying the look or location of key totems of workplace significance.

You’ve worked hard to build a company with processes and systems that drive your business. By avoiding Artwork Affliction, you’ll have your best practices doing what they are supposed to do. Now that’s truly unforgotten leadership.

This Week’s Radical Accountability Activating Action: Pick at least one key process this week and change the look, location, or liability of the supporting systems or documentation.


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Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
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Scott WintripUnforgettable Leadership
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Managing the Ups & Downs of Radical Accountability

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Poor accountability got you down? Here’s how to manage the natural highs and lows associated with any form of improved responsibility.

This week on GAIN:

THE CONTRARIAN SELL: Buyers of staffing and recruiting services are used to getting their way, which is why that’s the worst way to sell. Giving prospects what they’re used to does nothing to get their attention. Read more

Scott WintripManaging the Ups & Downs of Radical Accountability
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It’s Not What You Think

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

Getting buy-in, while an admirable concept, is holding back versus helping many companies. If you have doubts about this, just look at the challenges your organization has had at getting people to buy-in to changes or ideas.

The problem with getting buy-in is that it’s typically an exercise in thought, not action. Leaders think about how to create consensus, talk about it, get staff thinking about it, and then hope that all this thinking and talking will turn into action. When it does not, too many leaders abandon solid plans, labeling good strategies or ideas as being flawed. The only flaw, much of the time, is the process for creating buy-in.

Talk is cheap, and thinking, more often than not, does not translate into actions and sustainable changes. Great leaders of good companies use knowledge and input to determine the correct course and strategies for their companies. They then require staff to contribute to how this will be achieved through plans and actions on those plans.

Just like the captain of a ship decides on a course based on key factors and then issues orders for the crew to navigate that course, corporate captains must do the same. Imagine a ship captain polling the crew as to what is the right course. Before long, that ship runs aground, wrecking everyone’s chances for a beneficial outcome.

Action is the strongest and most rapid method for creating buy-in. Thinking and talking get you nowhere but stuck in your head. Not a good place to be, especially with your competitors riding in your wake just waiting for the opportunity to take the lead.

This Week’s Radical Accountability Activating Action:  Chart the course, then make the course right by getting everyone into action to get there.


Ready to create greater buy-in through action? Check out my Radical Accountability On Call Service.

Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

You may subscribe and encourage others to subscribe by clicking here.

Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

 

Scott WintripIt’s Not What You Think
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Extreme Customer Service

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

When’s the last time a customer thanked you for making a mistake? If the answer is never or rarely, your company must not be practicing Extreme Customer Service (ECS).

Last week I experienced a typical missed opportunity to deliver ECS. I had decided to try a different vendor for printing, and gave the Sir Speedy franchise in downtown St. Petersburg, Florida a shot. After agreeing on how the job would be done with the General Manager, I sent an updated version of the document. He confirmed receipt and promised completion of this small order, just 100 to start, by the next day.

Upon picking it up, I immediately noticed they had printed the older version. The GM immediately acknowledged their error, but indicated a reprint couldn’t be done until later the next day, well after when I needed it. When I suggested I go ahead and use the older version, allowing them extra time to correct their mistake, he announced I’d have to pay for the reprint if I took the bad batch with me. His only concession-a 30% discount on the reprint.

In the end, he reprinted the document and delivered it to my event early the next morning. While this got the job done, it left a negative impression, shaken trust, and the impression that collecting revenue was more important than impressing a new customer. Sir Speedy was anything but fast and accurate and instead behaved like Sir Sloppy.

Extreme Customer Service seizes mistakes as relationship building opportunities. It’s accomplished by resolving issues or mistakes in such a way that makes the customer grateful for the original problem. To do this requires collaboration with the client to create a solution that is not only about them and their needs and expectations, but also goes one step further to exceed those expectations. The result: an extremely satisfied customer who is grateful for all that transpired.

If the GM in my story had accepted my suggestion or collaborated with me to create an ECS moment, he would have won a new customer singing his praises. Instead, he lost one and became a shining example of what not to do.

Extreme Customer Service costs little and repays everyone many times over. The alternative costs dearly and returns nothing but grief.

This Week’s Radical Accountability Activating Action: Work with your leadership team to create ECS standards and practices. Roll it out the following week.


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Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

You may subscribe and encourage others to subscribe by clicking here.

Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

Scott WintripExtreme Customer Service
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Corporate Vitamins and Minerals

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

Healthy bodies gain their strength and stamina through a balanced intake of nutrients, exercise, and sleep. Nutritionists have raised our awareness of physical health by focusing our attention on what we ingest and do each day, often in the context of Minimum Daily Requirements. MDR’s make the achievement of healthy living easier by allowing us to manage this one day at a time.

The corporate body also requires a balanced intake of nutrients in order to sustain and grow a viable company. These include a pipeline of prospects and customers, a responsive customer service function, leadership direction, ongoing innovation, and problem avoidance and resolution, just to name a few. The problem is that tackling all of this is like attempting to eat an entire buffet in one sitting. There’s too much to do, not enough time to do it, and too many distractions and competing priorities as a result of Corporate ADD (Attention Divided Dilemma).

Leaders and staff make healthier contributions when they have their own versions of MDR’s. These distill down the overwhelming amount of responsibility into meal-sized portions of work that are more easily digestible in one sitting. For example, a common corporate recipe for an MDR includes:

  • Achieving two or three priority results
    For example, a leader moving two or three projects forward one step towards completion or a salesperson gaining two commitments for sales meetings with viable prospects.
  • Completing key inputs to the system
    Common inputs include data entry of a minimum number of records, managers updating important reporting systems, or recruiters conducting at least a minimal number of quality interviews each day.
  • Personal development
    Such as 15 minutes of practice handling objections with a colleague, 30 minutes of online study, or reading one chapter in a business-related book.

Health happens when we make it happen, and that’s where MDR’s come in at home and at work. Rather than just hoping good things happen, we can make sure they do by doing our parts one day at a time.

This Week’s Radical Accountability Activating Action: Work with your team to establish MDR’s for each role. Adjust these after an initial three-month trial period.


JUST TWO WEEKS UNTIL THE INSPIRED SALE: On March 25th, The Inspired Sale will show you how to engage in Sales Flow to create opportunities where buyers feel a compelling need to buy and buy from you. Learn more

Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

You may subscribe and encourage others to subscribe by clicking here.

Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

 

Scott WintripCorporate Vitamins and Minerals
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TSA – Today’s Radical Accountability Zero

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Five security lines and only one of them open to the long queue of passengers. TSA staff standing around laughing and joking. It’s no joke that that this was the scene at Airside C at Tampa International Airport this morning.

Congratulations to the Transportation Security Administration and their team in Tampa. Your status of Radical Accountability Zero has been well earned.

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This segment features companies, organizations, industries, and even individuals who exemplify the power of Radical Accountability (the Heroes who have committed to an unwavering responsibility for getting done what really matters most) and the need for it (the Zeroes).

Scott WintripTSA – Today’s Radical Accountability Zero
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