New Belgium Brewing has a great little bar and grille at Denver International Airport. The food is good and the beer is better, but a bartender who goes by the name “Meatloaf” is best of all.
Meatloaf is an original. While he reminds me of other good bartenders and service professionals, he adds his own spin. He enthusiastically greets everyone who sits down at the bar, introduces himself, gets their name and then introduces them to every other patron at the bar. He goes down the line introducing everyone by first name. Then has asks for a big “woo!” at the end to welcome the latest addition. If everyone participates and does a good job on the “woo” Meatloaf will comment on the “big woo-age.”
Meatloaf appropriately flatters the women regardless of age or marital status. He makes good conversation and is very helpful in selecting the right brew. He explains how the glaze on the sweet potato fries makes them the best you’ve ever eaten. He is an artist and some of his work is hung in the bar and restaurant area. He’s perceptive about who wants to talk and who wants to drink and eat in silence. And when you leave, he says goodbye in a way that convinces you he is truly sad to see you go.
You can go back for the beer or the food but I’m guessing lots of travelers go back for Meatloaf. He is an encore performer, the kind of person you’d like working for you regardless the business that you are in.
So here’s big woo-age to everyone’s friend Meatloaf.
Tuesday, April 17, 2012
Thursday, April 12, 2012
Leaders Are Readers
You’ve heard that phrase many times. I think I first ran across it in a book by Bennis and Nanus (how’s that for two great names for co-authors?).
Not only does familiarity breed contempt; it can also breed neglect. Sometimes we discount the value of an idea because it is familiar.
Andrew Carnegie said, “Reading should be carefully planned as a diet for optimum mental growth.” How many leaders plan their reading carefully? My experience and observation is that most of what leaders read is thrust upon them. They read more out of obligation than by choice.
William Godwin said, “He that loves reading has everything within his reach.” A leader can get a handle on almost any problem or opportunity if he or she knows who to read in that area. The biggest challenge today is finding wisdom in a sea of often dubious information.
Would you like a strategy for your reading? Here’s a suggestion that is as true today as it was when written 100 years ago: “There are three keys to reading profitably: intention, attention and retention.” The classic self-help author Orison Swett Marden said that.
Not only does familiarity breed contempt; it can also breed neglect. Sometimes we discount the value of an idea because it is familiar.
Andrew Carnegie said, “Reading should be carefully planned as a diet for optimum mental growth.” How many leaders plan their reading carefully? My experience and observation is that most of what leaders read is thrust upon them. They read more out of obligation than by choice.
William Godwin said, “He that loves reading has everything within his reach.” A leader can get a handle on almost any problem or opportunity if he or she knows who to read in that area. The biggest challenge today is finding wisdom in a sea of often dubious information.
Would you like a strategy for your reading? Here’s a suggestion that is as true today as it was when written 100 years ago: “There are three keys to reading profitably: intention, attention and retention.” The classic self-help author Orison Swett Marden said that.
Read by intention, rather than just obligation. Give your attention to items of importance and not just interest. Then highlight, outline and synthesize so that you can retain the nuggets of wisdom.
Thursday, March 29, 2012
Contagious
The Journal of PLoS Computational Biology finds that obesity is contagious among friends. In short, says the study, the more obese people you have contact with, the more obese you are likely to become.
Researchers admit they’re not sure why that is.
Wouldn’t it make sense that we are partly a function of our environment, and that what our friends do influences what we do?
If that is true, consider what else might be contagious:
Success. Napoleon Hill famously recommended being part of a mastermind alliance of like-minded people committed to success.
Character. As the old saw goes, when you lie down with dogs you get fleas. Maybe if you hang out with angels you’ll get a halo.
Energy. What is the energy in your workplace like? I’ve found I can catch energy from my colleagues and, when I speak, my audiences (and vice versa).
Are you contagious? What are others catching from you…and you from them?
Researchers admit they’re not sure why that is.
Wouldn’t it make sense that we are partly a function of our environment, and that what our friends do influences what we do?
If that is true, consider what else might be contagious:
Success. Napoleon Hill famously recommended being part of a mastermind alliance of like-minded people committed to success.
Character. As the old saw goes, when you lie down with dogs you get fleas. Maybe if you hang out with angels you’ll get a halo.
Energy. What is the energy in your workplace like? I’ve found I can catch energy from my colleagues and, when I speak, my audiences (and vice versa).
Are you contagious? What are others catching from you…and you from them?
Wednesday, March 28, 2012
Startling Statistics are Symptoms
Leaders and educators take note:
According to The Kipplinger Letter, 25% of mortgages in the U.S. are underwater; that is people owe more than their homes are worth.
USA Today reports that among Medicare patients, 44% of the harm done by medical treatment clearly or likely was preventable.
Two startling statistics, one about education and responsibility and the other about excellence and quality control.
Neither statistic is a cause. Both are symptoms.
Not every underwater loan is the fault of the borrower (few predicted the abrupt decline in home values). The lack of understanding (or just bad advice) about debt and leverage are the cause of misery for many. Uninformed borrowers and lenders are both causes for some of these problems.
Clearly preventable harm is a critical quality control issue. When mistakes are made in healthcare, people are hurt or die. The concept of “routine work” in healthcare is dangerous. Clerical mistakes in accounting rarely have the same impact as a mistake in medication.
Education, responsibility, quality control, excellence–these topics often illicit yawns from readers and listeners…that is until they become startling statistics with personal impact.
Good leaders and communicators talk about how to avoid startling statistics, not just how to deal with them.
What are you doing to prevent regrettable numbers and startling statistics in your work and life? Research, identify and address causes before they become startling statistics.
According to The Kipplinger Letter, 25% of mortgages in the U.S. are underwater; that is people owe more than their homes are worth.
USA Today reports that among Medicare patients, 44% of the harm done by medical treatment clearly or likely was preventable.
Two startling statistics, one about education and responsibility and the other about excellence and quality control.
Neither statistic is a cause. Both are symptoms.
Not every underwater loan is the fault of the borrower (few predicted the abrupt decline in home values). The lack of understanding (or just bad advice) about debt and leverage are the cause of misery for many. Uninformed borrowers and lenders are both causes for some of these problems.
Clearly preventable harm is a critical quality control issue. When mistakes are made in healthcare, people are hurt or die. The concept of “routine work” in healthcare is dangerous. Clerical mistakes in accounting rarely have the same impact as a mistake in medication.
Education, responsibility, quality control, excellence–these topics often illicit yawns from readers and listeners…that is until they become startling statistics with personal impact.
Good leaders and communicators talk about how to avoid startling statistics, not just how to deal with them.
What are you doing to prevent regrettable numbers and startling statistics in your work and life? Research, identify and address causes before they become startling statistics.
Friday, March 16, 2012
Quick Feedback is Better than No Feedback
My Audi was in for service. I like my car, I like my dealer and I like the Audi brand but all those fond feelings were diminished when I started taking the online survey.
I’m an advocate of asking for customer service feedback. I’m also an advocate for making it quick, easy and painless.
After clicking through what seemed like endless pages of questions and numerical scoring, I finally and thankfully arrived at the end. “Is there anything else you’d like us to know?” was the final question, to which I responded, “Yes. I won’t complete another ridiculously long survey like this again.”
I often don’t respond to surveys because I have neither the time nor inclination. I did in this case because I was quite pleased by the job my service advisor did and wanted Audi and the dealer to know. I came to rue the decision.
Deciding how much to ask and how long the survey will take are important considerations. I realize that more information and detail is more helpful. But beware: asking for too much of the customer’s time is off-putting.
Why not bundle a short survey with a long survey? The short survey may be 5-10 critical questions or scores that don’t take more time. Tell the customer how long it will take before they opt in. Then, after they’ve finished the short survey, ask if they’d be willing to answer some additional questions (and let them know how much longer that will take).
J.D. Powers provided the painfully long survey for Audi, and I respect their ability to gather and crunch useful data. But in the age of perpetual distraction and limited attention, we’ve got to remember that if you don’t get feedback quickly, you may not get it at all.
I’m an advocate of asking for customer service feedback. I’m also an advocate for making it quick, easy and painless.
After clicking through what seemed like endless pages of questions and numerical scoring, I finally and thankfully arrived at the end. “Is there anything else you’d like us to know?” was the final question, to which I responded, “Yes. I won’t complete another ridiculously long survey like this again.”
I often don’t respond to surveys because I have neither the time nor inclination. I did in this case because I was quite pleased by the job my service advisor did and wanted Audi and the dealer to know. I came to rue the decision.
Deciding how much to ask and how long the survey will take are important considerations. I realize that more information and detail is more helpful. But beware: asking for too much of the customer’s time is off-putting.
Why not bundle a short survey with a long survey? The short survey may be 5-10 critical questions or scores that don’t take more time. Tell the customer how long it will take before they opt in. Then, after they’ve finished the short survey, ask if they’d be willing to answer some additional questions (and let them know how much longer that will take).
J.D. Powers provided the painfully long survey for Audi, and I respect their ability to gather and crunch useful data. But in the age of perpetual distraction and limited attention, we’ve got to remember that if you don’t get feedback quickly, you may not get it at all.
Wednesday, March 14, 2012
How to Increase Creativity in 128 Words
In your business, what is the kill ratio for ideas?
You know: the number of ideas suggested versus the number of ideas thoughtfully considered and implemented?
The innovative nurture new ideas; the staid and stodgy neuter them.
To destroy an idea, ask “Why should we?”
To develop it, ask “Why shouldn’t we?”
To destroy an idea, discuss why it won’t work.
To develop an idea, discuss how it could be made to work.
To develop creativity, reward the attempt.
To destroy creativity, reward only successful ideas (which of course means you’ll only get tried and true ideas).
Good leaders encourage and reward followers for getting out of their mental ruts. That means doing business with a little less predictability, a little more risk but a whole lot more fun and innovation.
You know: the number of ideas suggested versus the number of ideas thoughtfully considered and implemented?
The innovative nurture new ideas; the staid and stodgy neuter them.
To destroy an idea, ask “Why should we?”
To develop it, ask “Why shouldn’t we?”
To destroy an idea, discuss why it won’t work.
To develop an idea, discuss how it could be made to work.
To develop creativity, reward the attempt.
To destroy creativity, reward only successful ideas (which of course means you’ll only get tried and true ideas).
Good leaders encourage and reward followers for getting out of their mental ruts. That means doing business with a little less predictability, a little more risk but a whole lot more fun and innovation.
Tuesday, March 13, 2012
Is it God or the Devil in the Details?
For years I’ve talked about an old client that reinvigorated their business by giving their electricians hand-held vacuum cleaners. The idea was simple: when you’re done with the job, clean up after yourself.
Clients called in thanking them not for getting the electrical done right–that was expected–but for not leaving a mess. It is a simple but powerful illustration of how little things make a big difference.
I finally got the shades installed in our new offices. A few are crooked and we’re asking the vendor to come back and straighten them out.
The crazy maker? Metal shavings and debris everywhere. I spent 20 minutes cleaning up after the installers.
So I’m not going to be calling the provider with any positive feedback or to express my appreciation. I’m just going to remember how important it is to pay attention to the details.
Don’t just do what is expected. Do the little extras that make the customer or client remember you in a positive way.
Clients called in thanking them not for getting the electrical done right–that was expected–but for not leaving a mess. It is a simple but powerful illustration of how little things make a big difference.
I finally got the shades installed in our new offices. A few are crooked and we’re asking the vendor to come back and straighten them out.
The crazy maker? Metal shavings and debris everywhere. I spent 20 minutes cleaning up after the installers.
So I’m not going to be calling the provider with any positive feedback or to express my appreciation. I’m just going to remember how important it is to pay attention to the details.
Don’t just do what is expected. Do the little extras that make the customer or client remember you in a positive way.
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