Issue #54

In this issue:

Word to the Whys

Nothing great was ever achieved without enthusiasm.
Ralph Waldo Emerson

Management is doing things right; leadership is doing the right things.
Peter F. Drucker

Pretend that every single person you meet has a sign around his or her neck that says, "Make me feel important." Not only will you succeed in sales, you will succeed in life.
Mary Kay Ash, Founder, Mary Kay

Praise invariably implies a reference to a higher standard.
Aristotle

The simple act of paying positive attention to people has a great deal to do with productivity.
Tom Peters

I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism.
Charles S. Schwab

If you want an act or behavior repeated, call attention to it.
Eric Chester

If you ever lose your job, your marriage, and your mind all in one week, try to lose your mind first, because then the other stuff won't matter that much.
Jack Handey—Author of Deep Thoughts

See Eric in Action! Click for a video preview of Eric's
dynamic, insightful presentation style.

Links of Note...

The answers are just a few clicks away...

Getting Them to Give a Damn: How to Get Your Front Line to Care About Your Bottom Line
the new book by Eric Chester reveals the management techniques that leading-edge employers are using to get these quirky, book-smart, and streetwise employees—Eric calls them 'kidployees'—to contribute in innovative and entrepreneurial ways.

Available now. Order your copy today! -more-

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Pothole Managers Rarely Prosper

It made for a dreadful commute. The crater-like potholes dotting the main thoroughfare near my office were wreaking havoc on my car's alignment. I wasn't the only unhappy camper. The city was inundated with complaints from angry neighbors and shopkeepers who demanded repairs. Finally, a road-crew was sent to fill the gaping cavities and restore drivability to the busy street, and they did a very nice job.

Do you think the city has received any thank you calls from the neighbors and shopkeepers in the area? I'm certainly happy about the repairs, but I haven't called anybody down at City Hall. My guess is that no one else has, either.

You and I expect our highways and byways to be smooth. After all, we're taxed a sizeable portion of our hard-earned money to keep them pothole-free. It would be a newsworthy story if a resident ever called the city to express deep appreciation for a smooth street.

Similarly, we expect our frontline employees to perform the job they were hired to do for the wage we are paying them. If they go far above and beyond the norm, they will be recognized, promoted, and given a raise. If they screw up, they're going to hear about it. Those who simply do their job get to keep their job, and are left alone. This is the way things have always been, and it's the way the game was played back when we were on the front line.

Most managers are perpetual pothole patchers. They feel as though it's their job to maintain a smooth road, so they're always on the lookout for the potholes and are quick to call out every crack and imperfection. Under this leadership style, the only ones who ever get any attention are a few overachievers and those who leave a lot of potholes in their wake, and typically not in that order. The eighty percent that lie somewhere in between exceptional and unacceptable—those who only meet job expectations—are generally ignored.

Whys leaders, however, are not satisfied with routine road maintenance. They realize that in order to turn a road into a superhighway of productivity and profitability, they must proactively acknowledge—and even reward—those eighty percenters who are doing their jobs capably. Rather than focusing on the potholes, they develop the habit of consistently connecting in a positive way with those who are simply doing their jobs.

This entire notion does not sit well with boomers who, themselves, have never been praised for meeting expectations. It goes completely against the grain of how most were treated when they were coming up through the ranks. So if you're among this constituency, relax. You're in the majority. But just because you don't need strokes for doing your job, don't fool yourself into managing the way you were managed.

On the other hand, Gen Whys arrive at your workplace pre-conditioned to expect positive reinforcement for simply meeting your expectations. They've been raised in a time when every kid on the team gets a trophy and well-meaning adults continually remind them that they are 'special.' They've played countless hours of elaborate video games that give them a flashing bonus or extended playing time every few seconds, and any mistakes they've made working on computers have been quickly remedied with the three-fingered salute (control—alt—delete). Don't be fooled into believing you can re-program them to respond to, or even accept, a pothole-management style.

Instead, go with the flow, even if it goes against your nature. Consciously work on positively connecting with your front line even when they haven't set any world records. Don't give false praise; as they can spot a phony at fifty paces and it will turn them off. Rather, develop the habit of looking beyond the potholes for that which is worthy of praise, and let your voice ring out.

Want to learn a great technique for positively transforming your workplace? Click here and discover the Pos-A-Bet approach.

Whys Cracks

Crack Team USA, a St. Louis-based firm whose business is repairing cracks in basement foundations, has achieved the unlikely status of pop-culture icon with its mascot, "Mr. Happy Crack.” Even in Florida, where there are no basements, kids are clamoring for "Mr. Happy Crack" T-shirts and boxers. Amazingly, orders for "Mr. Happy Crack" knickknacks come in from all over the U.S. and internationally, a large proportion in places that don't even have a Crack Team franchise. Remarkably, five percent of the company's total $10 million in revenue will come from apparel sales this year. The mascot is also helping to drive growth for their primary business, repairing foundations.  (The Wall Street Journal).

Who’s Getting Them to Give a Damn?

These are just a few of the companies and organizations Eric is presenting for in 2006:

McDonald’s » Harley-Davidson » Perkin's » Sprint/Nextel » Einstein Bros. Bagels » Buffalo Wild Wings » Holiday Inn » Dunkin' Brands » Bruster's » Culver's » Quad City Chamber of Commerce » Peter Piper Pizza

Inquire here to find out how to bring Eric to your meeting or convention!