MANIPULATIVE CLIENT

What would you do with Bob?

Bob, a person I have casually engaged as we would usually end up standing next to each other at a local bar, asked me one afternoon, "What do you do to afford living here?"

"I am an Executive Coach"

"And yourself, Bob?

He answered in paragraphs. Whew!

After another 15 minutes hearing him talk,  I asked him about our conversation over the past 5 minutes, "were you 80% of our conversation or near 20%? He smiled.

"Since trust is so important when conversation is about money [he is a CFP], how important is listening?

He got the point and then said we should meet for breakfast so he could know me better.

I took that as a clue he might want to engage me.

Over Coffee

We talked about the importance of building trust in both of our professions and agreeing that listening is one prime way to do that.  As my friends frequently here me say about any conversation, "It is always about the other person.  And they will give you a clue when to speak."

Then the offer, "If you really feel that listening is most important, I would enjoy helping you as a coach."

He hesitated.

"Here is the deal: you will coach me as long as I can pitch you for my financial products."

My response, "These are two different conversations and we need to keep them separate."  I coached him for three meetings in February and steered him away from talking finance.

I submitted his February invoice.

Post Invoice

His email: "I was taken aback yesterday upon receiving your invoice.  I was under the impression we were meeting to see how we might mutually benefit one another and learn more about each other’s businesses." 

This after 3 months of talking?

I really got snookered!

So, what would you do now?

Alan

Facts vs. Emotions...a Big Difference when Relating to People

Emotions vs. Facts Exciting...I actually disciplined myself to spend the day reading from books that have influence me in the past. No computer on, no looking for emails. I am at How to Win Friends and Influence People. Dale Carnegie reminds us that when dealing with people, we are dealing with emotions, yours and theirs! But what is the frequency that people are engaging you around logic. Carnegie: "We are not creatures of logic. We are dealing with creatures of emotions, creatures bristling with prejudices and motivated by pride and vanity." SPEAKING ILL OF PEOPLE I catch myself talking to friends about people who hit my hot buttons. This is criticism. "Any fool can criticize, condemn and complain -- and most fools do" The result: people will think less of you and might even marginalize you. AS A COACH This is particularly a challenge for executive coaches. Yet, coaching is all about getting their clients to be judgmental about themselves. Tricky business. But when we are self-assessing, we will own possible solutions and be more motivated to act on them! That is what true coaching does. Call me to continue this conversation: 203.216.6232

hashtag#clients hashtag#relationships

Fire All the Managers

This is a quote from an article in Harvard Business Review.  It led me to research the role of manager when I was manufacturing executive at American Optical.

Here is what I found: 

Management ...

n  Is an expensive overhead, generally 33% of payroll

n  Increases the risk of bad judgment

n  Slows down decision making with unnecessary layers and bias

n  Disenfranchises lower-level employees

AMERICAN OPTICAL EXPERIENCE

At America Optical as a manufacturing executive, I did two studies to validate these statements.

The first was done with the head of accounting whose department produced 8 reports to manufacturing managers. We decided from gut feel what were the most used reports that added value.

We produced all reports but stopped delivering 4.

In six months time, not one manager asked for them.  We discovered they then had shorter meeting with more measurable outcomes [actions]

PART II AMERICAN OPTICAL

When I researched the quality issues that cost us an arm and leg, I discovered that the people closest to the cause and the resolution was the best operators on each line.

So the next study was to employ these people to; [1] be the ultimate inspector of quality and, [2] to go back to their peers to take action.  No management involvement.

Result:

1. Quality approached 98% passing
2. Operators discovered innovative ways to increase output by 85%
3. No more need for the expensive "management research lab"

The most significant realization: mangers got in the way of those closest to the problems!

IT'S NOT YOU, STUPID

This year I have been blessed with new clients.

Why? You ask.

Finally I am practicing what I preach: It's not about you, it's about them.

Imagine sitting across the table [or desk] of a business executive in which you have done about 15 minutes of research...about them, their company, challenges they probably have experienced...but not about you yet.

And why not?  Every prospect I talk with has already looked at my LinkedIn profile which pretty much tells the World who I am, how I think, where I have worked and the challenges I have found solutions for.

I can't believe the number of people I have met that still uses a resume format to describe themselves.

So, how I do I help people?

Usually with a series of 3-4 questions, each one formed based on the answer to the previous one.

Another blessing today: a new client.

Misuse of CEO Power

After a review of the CEO's I have coached, 85% appear to use the power of their office in getting things done with their staff! That causes the executive to be overwhelmed with work others could do. I ask: is the underlying cause the need for control? A client just told me they are overwhelmed with people needing to come to her for decisions and opinions. Part of that phenomena might be a lack of trust of others. What is the worse case scenario in empowering her staff to take greater responsibility? They might make some poor decisions which they can learn from. So how does one get over so much need for control? Answer: we talk about it in order for the client to discover why they are in this situation. From that discussion, one discovers ways for greater success.

BONUS DILEMMA

I need insights into the "black box" of year end compensation decisions.

Two of my clients are looking for better ways to use compensation as a motivator for higher performance.  Once a year conversations does not do that and most people I ask feel it is a mystery how their bonus and base are calculated based on achivement of specific goals or expectations assigned. Question: how can we effectively manage-inspire an individual's achievement of annual goals and expectations using $$$ conversations on a regular, say monthly, basis? The challenge seems to be creating a culture where people clearly know the financial impact of their work throughout the year.

What has been your experience? Suggestions? Best, Alan Alan Booth Management Consultant Executive Coach Instructor, NYU School of Leadership Web: http://www.AlanBoothCoach.com Land: 203.454.3502 Cell: 203.216.6232

SHOULD BOB BE TERMINATED?

It is my experience that top executives frequently avoid firing people. So when my client, CEO Frank asked me: "Should Bob be terminated?" I was surprised...but he was more so at the end of this project. Situation Frank inherited Bob as VP Sales when he came to this private company three years ago. Bob was criticized for the lucrative deals he cut with customers rather than protecting margin goals. [I was not sure if that really was the disconnect] So Frank hired a new VP Sales and moved Bob over to Strategic Accounts selling. But in this role he struggled to meet Franks expectation of effective presentations that could result in business solutions that were win-win. However, Bob was good at developing trusting relationships with customers, his rep organizations and distributors. Second, he consistently arranged appointments with senior executives ... he just did not have the ability to design and present programs for his strategic accounts. Risks If Bob was terminated, the company risked destroying the relationships he had built up for years, putting at risk significant business revenues. With the CEO battling Bob through lengthy emails, threats and heels being dug in on both sides, there was a risk that Bob might be near suing for harassment. WHAT WOULD YOU DO? Send me your thoughts and I will forward the actual solution. Alan