One Percent Leadership™ – Leading the Accountability of Others

For all of the business-speak we hear about accountability, why is it so challenging to hold others accountable for their own actions and results? It’s not unusual to have uncertainties about holding others responsible; our firm recently researched and established five reasons why it’s so easier said than done. More important, we list ways we can hold ourselves accountable. So, why is it so awkward?

1. We fear offending someone or jeopardizing a personal relationship. When we work with someone for ten hours each day, it’s expected that camaraderie and friendships will develop. One of my dearest friends, today, was a fellow lobbyist back in my political advocacy days. Every day, we had results that our CEO expected from us. From the beginning, we communicated what we expected from each other and what each of us would produce. Our success was dependent upon fulfilling professional promises to one another. Friendship aside, we had a job to do and much was expected of us.
2. A sentiment that we lack the time to follow up successfully. To make use of a double negative, we don’t have the time to not follow up effectively. Follow up should not be an exercise in micromanagement; follow up should be a strategy to make certain all plans and expected results are proceeding as intended. Follow up should consist of three steps: set the plan and expectations; at mid-course, discuss progress and any necessary corrections; and, review results and required changes for the next endeavor. Follow up is a skill required, and expected, of leaders.
3. A lack of confidence that follow up will make a difference. If we find ourselves fretting that failure is looming or we’ll end up carrying the load ourselves, we have failed as managers and leaders. Follow up – be it a five-minute check-in, review of the day, or strategy for the week – makes a difference. Quite often, follow up is the difference. Most sales, goals, and results aren’t lost at inception; they’re lost in the follow up and fine-tuning along the way.
4. A concern that, by holding someone else accountable, we may make known our own setback. This is an area where we develop most as leaders. It’s often troublesome to accept that we are answerable for managing the results of others. But, management and leadership are not merely assigning tasks and goals and allowing our staff members to brave the new world. Leadership involves the assignment of roles and assurance of success for those in the roles. Failing to do either unsuccessfully does make public failure of leadership. Holding others – and helping others remain – accountable is significant to our success as leaders.
5. Fear that action, on our part, may initiate budding retribution. Failing to discharge our responsibilities because of latent political plays by others isn’t leadership, it’s apprehension. Valid leadership involves making a completely knowledgeable decision that yields the best results. Compromise and conciliation are, often, a part of the ultimate decision. Fear – and yielding to it – should not be a part of our follow up and, ensuing, decisions. Confidence in our direction, buy-in from our team, and agreement on each party’s responsibility makes follow up and accountability a normal part of leadership – one that’s expected and respected.

One Percent Selling™ — Your Customers Have a Life, Too

One of my beloved clients is a trade association in West Virginia. Several years ago, I addressed the association’s elected leaders. The evening ahead of my keynote address, I enjoyed a scrumptious dinner with the association’s President, CEO, and my friend, Ken. The topics of our conversations were extensive and diverse – industry successes, industry challenges, his alma mater, my alma mater, the speed traps on the interstate (I knew I had a small window to make it back to the airport), and how his grandkids painted his toenails one afternoon as he napped. Needless to say, I knew a lot about him.

Several weeks later, I was surfing the excess of sports channels I subscribe to and noticed that Ken’s alma mater was nearing the end of an exceptionally close football game with a primary adversary. I watched the remainder of the game, Ken’s team won, and I, without delay, sent Ken a brief email of congratulations. I also cautioned him about falling asleep when his grandkids were around. A few days later, Ken replied: “Thanks for cheering for my team. It was a real nail-biter. And thanks for remembering my grandkids. I’ll look forward to having you back to speak to us soon.” He made good on that pledge.

In a demanding sales world of cold calls, direct mail, Instant Contact, Facebook-raiding, and mailbox-clogging voice mails – wouldn’t it be nice if your customers heard from you on a non-business building basis? Sales is part process, part relationship – and, so many times, we get caught up in the metrics and benchmarking of sales. Keep your sales activity levels high, but add a straightforward “thought of you” habit to your day or week.

When a client’s beloved team wins, congratulate him. When you stumble upon a book review about the method of cooking that your client is learning, send her the review. When your client’s community is referenced in your local news feed, send the link to him and ask his opinion. When your youngest child repeats the same “bad” word you uttered – and your client has shared that the same experience happened to her – call her and share the laugh.

You get the picture. Your clients have a life outside of sales, revenue, profits, and market share. Appreciate and recognize that part of their world. You may not get the sale right away, but you’ll be top of mind when the time is right.

One Percent Living™ — Forget the Others, Impress You

Last week, I was working in the quiet of an out-of-the-way hotel suite, keeping an eye on TSN (Canada’s ESPN), and preparing for my keynote address the following morning. On TSN, a member of the Calgary Stampeders (a team in the Canadian Football League) was asked exactly what propels his impressive achievement in the sport. He answered, “I really like doing what others say I can’t do.”

Now, on how many occasions have we painted the town red after accomplishing a feat that someone else believed and voiced that we could not get done? Perhaps, you’re like me and can fill a legal pad with the off-putting declarations. Let’s be straightforward – it actually is rewarding to achieve an ambition that others inform you can’t be completed – particularly, by you. Earning an advanced degree, building and selling a booming enterprise, or writing and selling tens of thousands of copies of the book inside of you – well, it feels fantastic to silently appreciate that you were right after all.

However, let’s reflect on a more elite level – an E1™ level. Isn’t it “spot on” that we have a propensity to be harder on ourselves than others are on us? And how often do we glance over our personal and professional shoulders and speculate about what the Jones next door are doing or thinking?

Forget the Jones. Disregard what the others suppose or declare. Focus on – and work toward – that which impresses you. You.

Take a moment to delineate success as you perceive it. In your mind, what makes your family thriving? In your estimation, what outside relationships should you cherish and cultivate most? As you see it, what do you actually want to undertake – or not – professionally? In your distinctive state of affairs, what’s factual financial security, success, or freedom? Now, outline success in the additional areas of life and work toward that which matters most to you.

In every section, what would impress you – only you – if you set and accomplished a goal in that part of your world this year? Some may dispute that impressing only ourselves is, by nature and description, selfish. I have the same opinion. But, if our selfish evaluation of our particularized world includes the people, issues, and beliefs most prized by us – we are working toward our own commendable cause, not the attitudes, judgments, and displeasures pushed upon us by others. As a replacement for thinking and acting like the masses, we imagine, originate, determine, and achieve success in our own eyes.

One percent thinking is not for everyone. One percent efforts are not for all. One percent results are not for each and every one. If we forget about the benefit that comes from achieving what others deem impracticable and, in its place, work in the direction of that which each of us – independently – believes is viable, One Percent Living™ is within reach. Most of all, it’s flat out impressive – in the manners that stand for that which is most worthy to you.

 

One Percent Selling™ — Customer Leadership, Island Style

The changeless sales and service proverb that states “happy customers might tell a friend about your product, but annoyed customers will tell 100″ is formally reversed, thanks to George Gonzalez, the reigning World Champion of Customer Service (bestowed by me).

In September 2009, I spoke to several corporate audiences in Koloa, HI (Kauai). My clients had prearranged airport transfer service through the Grand Hyatt Kauai Resort and Spa. Habitually, I made my route from the airport terminal to the ground transportation/pick up area. I spotted my name on a sign and introduced myself to George. George carried my rolling luggage, opened the sedan door for me, and off we went to the Grand Hyatt. Over the course of the 15-minute journey, George and I chatted about everything from the island of Kauai, my “low maintenance” travel style, and riding motorcycles along the back roads of Temecula, CA. He even helped me pass a message on to a speaker friend of mine that he would pick up from the airport later that evening. In short, George took the time to get to know me, was amenable in allowing me to be acquainted with him, too, and made the further effort to make certain he attended to my business interests. Wow. That’s E1™ in its best form.

But, wait! There’s more!

A few days later, I sat in the Grand Hyatt lobby “killing time” since my return flight to the Mainland was still a few hours away. George – who remembered me from days past – suggested a picturesque tour of Kauai. There was no need to book a reservation with the concierge; this was a custom tour en route to the airport led by George. In the sedan we hopped.

George, once more, displayed why he is the reigning World Champion of Customer Service. That gorgeous ride to the airport included: a brief history of Kauai real estate prices; an account of why the island has so many chickens; a chance to observe the mountain range owned by Steve Case of AOL; a drive past the earliest port of Kauai; a discussion of George’s work with teens having drug-related problems; more motorcycles in Temecula talk; telling each other about our beautiful spouses; laughing about our favorite celebrity “high maintenance” encounters; and, a finishing stop at Starbucks. George even sprung for the java. Mahalo, George.

Here’s the E1™ lesson in One Percent Selling™: Get to know your customers well. Understand their business; share your insight; find out about their lives outside of the office; and, share a bit of yours as well. You’ll find that your customers will buy from you when they’re prepared; you’ll hit upon that these customers trust you; and you’ll realize that these customers will recommend you and your business.

My “shout out” to the thousands who subscribe to the E1™ Blog and the many who lead their business and life in an E1™ way: When on the island of Kauai, make sure your stay is at the Grand Hyatt Kauai Resort and Spa; and, locate George Gonzalez and experience how he lives what his business card articulates …”Kokua: Do something nice for someone…it will make a difference.” An E1™ difference.

One Percent Leadership™ — Investing in Your Community

How does a small- to mid-sized corporation make an enduring difference in its community? By unearthing a local cause and committing to produce THE difference.

My enterprise has been blessed in countless respects – magnificent clients, a pioneering industry, and increasing revenues and profits each year. Like scores of executives, I entertain calls and letters each month in relation to supporting this or that charity or community assemblage. One wants to lend a hand but, as a business owner, one also has restricted resources coupled with the aspiration to create a long-term difference (on balance, it’s in our blood).

Several years ago, my wife and her neighboring MOMS Club members required some support transporting donated food, toiletries, and everyday items to our local Settlement House, a community-based organization to be of assistance to disadvantaged families. We loaded up the SUV and down the hill we went.

At the Settlement House, my wife and now four year-old daughter helped me unpack the truck of the necessaries of life. As I stacked case after case of items from Sam’s Club, I made eye contact with a man who stood before me with his wife and four year-old daughter. For that instant in time, we were one and the same in all that matters most – two men doing their best to provide for their families. I immediately distinguished where my company could make THE difference in my community. For all of the $250 and $500 contributions made to numerous excellent charities, not any made such a difference as combining those amounts to repeatedly make THE difference for my home Settlement House. Rising Above Enterprises has made THE major difference since.

Where can your venture make THE difference in serving your community? Could you make financial arrangements so that three-fourths of your philanthropic resources go to one local charitable trust or foundation? There’s still room for some good quality mixed causes, but what a statement of leadership to truly distinguish THE difference your company can create. This year, settle on on a cause and make a colossal, if not THE, difference. You’ll observe more than your dollars and volunteer time at work; you will witness elite results from your focused efforts. That’s a resilient model of One Percent Leadership™.