Why Rising Executives Don’t Find Their Real Mission

January 19, 2020

Why is it that some fast-rising corporate professionals get stalled on their path to the top position? Or, why do they fail to fulfill their potential when they assume the top role? The answer: sometimes, they neglect to revoke unproductive ways of being that operate behind the scenes. 

There’s an invisible transition that should occur during an executive’s ascent to their ultimate destination:  the big corner office. They work hard – that’s not in question. However, by mistake, they rely on two weak “skills” for too long

To listen to this podcast, visit Source

The Hole in the Fence Theory of Productivity

January 10, 2020

There are many reasons being given for our lack of economic growth and corporate profitability. I suggest a different one, aptly named by columnist and friend Dennis Chung: “The Hole in the Fence Theory.”

We Jamaicans love a business rebel; the person who finds a hole in the fence to a concert then sneaks in as many friends as possible before discovery. With good reason. Our ancestors used short-term opportunism to survive and thwart the profit-makers who enslaved them.

To listen to this podcast, visit Source

On Ways to Persuade Others to Act

How do you get groups of people to take non-sales related actions? Is it a matter of using a catchy graphic or video to tell them what to do? Or interrupting them while they are doing something else? Or applying pressure with multiple reminders?

Sales and marketing professionals aren’t confused: persuasive messaging is required to sell products and services. However, if you aren’t a salesperson and you need to persuade a group of individuals to take a certain action, what skills should you employ?

Perhaps you even hate to use the word “sales” in reference to what you are trying to accomplish. But the task remains daunting: you must still say or write stuff that causes people to act. Whether they are employees, peers, board members, customers, the public or another stakeholder, where do you start?

In my column of November 17, 2019, I offered a solution. Begin by analyzing the “Unmet Needs” of individuals in the target group you are trying to influence. When their needs aren’t being met, people’s typical response is to co-opt a low-quality substitute into playing a “better-than-nothing” role. 

However, knowing these needs is just the beginning. The fact is, we live in a world of distracting messages and influences. Whether cash payments are involved or not, you must compete against these distractions for your subject’s time. Even your free offerings need to displace Facebook, Netflix and the news in order to be effective, going up against the millions those entities spend to get attention.

If you are willing to win the battle, I suggest a four-step framework from Michel Fortin, the experienced copywriter. For example, let’s assume that you are trying to arrange a Neighborhood Watch meeting for your community.

Step 1 – Enumerate the Features
These are elements that make your event attractive. They are factual: visible to the naked eye, incontrovertible and distinct. Make a list of these features such as: “The meeting is scheduled for Sunday afternoon at 4pm” or “The nice policeman who drops in occasionally will be there.”

Step 2 – Detail the Advantages
Each of the features you listed can do something that makes your product special. In other words, it provides an advantage. To craft them quickly, simply add “so that” to the end of each feature, and then complete the sentence. For example, “We have scheduled the meeting for Sunday afternoon so that everyone can attend.”

Step 3 – Compile the Motives of Your Prospects
These are the deep psychological drivers, motivations inherent in your targets’ minds. As such, they lie dormant even before the prospect is aware of your solution. You may find these within the Unmet Needs, and they should help you understand why they will take action.
For example, your targets may have a “Hassle-Free” motive for the meeting. Therefore, avoiding the busier days of the week should help.
Continue mapping motives to advantages until the list has been exhausted.

Step 4 – Craft Benefits
The final and most important step is to develop benefit statements you can use in your verbal, written or visual messages. These are practical outcomes which occur when features, advantages and motives are combined to produce a meaningful result. I use the phrase “which means” as a prompt.

For example, “The meeting is on Sunday so that everyone can attend, which means that we can finally come together to plan detailed strategies to protect each and every unit from the thieves living across the gully.”

In benefit statements, I often describe what will happen if the action I want fails to be realised. In the example above, I’m trying to imply that those neighbors who miss the meeting are putting their homes at risk.

When these statements are stacked together, the end-product can be quite persuasive. It should be. After all, it began with your prospect’s Unmet Needs.

However, many individuals don’t want to exert the time and effort to do such rigorous thinking. “De people dem fi know dem need fi come a di meeting” is used as a reason to avoid the hard pre-work needed to craft convincing statements. In the minds of those who are already persuaded, all that’s necessary is a nice, simple flyer.

Unfortunately, most flyers include little more than a list of features; hardly enough to produce the desired result. In a world of relentless demands on our time punctuated by rude surprises, that approach won’t do.  Don’t arrogantly assume your targets should know better and complain when they refuse to comply. Instead, plant the seeds of your success from the start by doing the in-depth work required to convert unmet needs into action. 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes,  send email to columns@fwconsulting.com

How to Reward Your Employees Effectively

Could you make a mistake and offer the wrong gift to employees during the holiday season? What if it’s based on outdated assumptions that do more harm than good? Here are some findings from recent research to ensure your organization makes the most of the occasion.

The season for giving gifts to staff is fast approaching and, right now, someone in your company is making an important decision. What gifts should workers receive? It may seem like a small-time concern, but take a closer look: it’s tied up with management’s idea about what motivates employees.

In some years, managers get this wrong, thereby amusing or even insulting staff with their choice of gifts. In others they get it perfectly right, and it resonates in a way that lifts morale and engagement. What can you learn about employee motivation that results, at the very least, in doing no harm?

The big finding is that there’s a huge paradox at play:  the story employees tell their managers about gifts just isn’t true. To wit, when surveyed, most staff members say they prefer cash rewards. With regards to money, most respond with a knee-jerk, cultural reaction – of course they “want more of it”, as soon as possible.

 However, when employee performance is measured after the fact, cash turns out to be less effective in changing behavior than verbal praise or other visible rewards.

Why is that?

I believe that, when surveyed, employees are literally reporting what they should want, rather than what actually produces higher performance. This is especially true for complex or creative work which can’t be quantified easily.

In fact, monetary awards undermine intrinsic motivation in these situations in a phenomenon called “crowding out.” It implies that staff becomes distracted by the money, focusing away from the job at hand. This ruins quality and productivity.

Part of the reason this happens is that raw cash, when rewarded, offers only a temporary spark. In no time, it devolves into a commodity to be traded for ordinary goods and services such as JPS, NWC, rent and phone bills.

However, this isn’t true for other kinds of gifts which have more staying power. Here are some examples and the reasons why they perform better than one-time cash rewards.

1. Luxury Items

These are identified as goods and services which the recipient wouldn’t purchase for him/herself. Apparently, the fact that the gift is a luxury allows an additional level of indulgence. After all, once a reward has been given, it cannot be returned. Instead, it must be consumed and enjoyed which prolongs its effective life, even after completion.

In addition, the luxury gift grants permission to the recipient to partake in an “impractical” expenditure which takes them outside habitual behavior. This heightens the experience, usually increasing a sense of gratitude.

However, one-size-doesn’t-fit-all. Each person has their own ideas about what’s special. Choosing the right gift means knowing something about their personality and making a proper match.

2. Hedonic

Another element which augments the effect of a reward is an intention for it to generate positive emotions. In particular, in the workplace it could evoke feelings of being “included, appreciated, invested in and feeling valued.” This is so important that some researchers have attributed 80% of voluntary attrition to a lack of recognition by employers, echoing similar studies performed here in Jamaica.

In this context, sometimes the most meaningful rewards have no real tangible component whatsoever. Instead, they hit other emotional chords which are more powerful. For example, the words spoken when the gift is given should be accurate and specific, focusing on the unique contribution. This increases the impact.

3. Social

Finally, it’s also best if the reward is public, so that others can honor the individual. 
Furthermore, try to choose something that’s perishable, such as a physical object; not a dinner for two.

Such visible rewards keep doing their job long after the event is over and can continue to be a talking point. Its line of sight reminds people of the reason the gift was given and continues to honor the recipient.

Too many companies treat their employees as if they are simpletons who just want more money or food (e.g. Christmas cake and Easter bun). It’s a not-too-subtle form of classism which needs to be traded in.

But don’t stop at changing the gift you give. Examine the underlying theory managers harbor about the motivations of their staff. Challenging this old thinking may avoid a problem this holiday season.

The Power of Innovating on Unmet Needs

Innovation is hard. What is the hit-rate like for new products and services in your organization? If the track record is poor, then you may need to delve into the hidden drivers of behaviors in your target market.

Most innovation in Jamaica follows the same process. First, someone high enough in the company has a bright idea – a flash of insight. Their intuition tells them that there’s revenue to be made from customers who will willingly pay for a new offering.

Then, the idea is shared, but more often than not, a directive is issued. An employee in a lower position is given the job of evaluating the concept. They return with misgivings but it soon becomes clear that the high-level originator won’t be easily swayed. A final decision is made to proceed.

However, when the product fails in the market, everyone is mystified, except those employees closest to the prospects. They have their pulse on customer behavior, and can see the shortcomings of the idea clearly. However, they lack enough clout to make a difference.

Companies try to compensate for this power imbalance by surveying workers for ideas, but the truth is that lower-level staff often draw a blank when polled for new product suggestions. They just don’t have the skills to speak to the executive suite. Fortunately, there’s a better way.

At the heart of Tony Ulwick’s “Jobs to be Done” theory is the idea that everyone is going about their daily routine trying to get certain tasks executed. Here is a method that links this notion to innovation.

1. Ask for Unmet Needs

An “unmet need” is expressed as a three-part statement: “When I feel/need__________ I want to ____________ so that____________.” In other words, it’s an expression of a psychological state lying deep within the customer’s experience which then leads to action.

While this desire may be weak at the start, if it continues to be unmet it grows until an actionable decision is made. Consider that customers of your company are a walking bundle of unmet needs. Normally, your marketing department would simply assign them to a well-defined segment. Set that approach aside and, instead, start looking for unmet, emotional drivers.

The challenge is that customers cannot be surveyed directly about their deeper, driving feelings. Why? People give unreliable answers in questionnaires, often telling the surveyor the answers they believe the person wants to hear.

Alternately, it’s far better to have a conversation with customers about their actions, then gently probe them for the reasons behind them. Their explanations may be unclear, but their past behaviour offers important clues. Keep asking until a pattern of actions and underlying emotions emerges.

2. Look for Substitutes

Strong unmet needs cause people to take concrete steps, even if it only leads them to partial, temporary substitutes. By definition, the fact that the need persists means that the substitute is doing a poor job. For example, someone who has a feeling for some quick, new ideas to use in their organization may go searching on television, the local bookstore or Facebook. While these substitutes are all readily available and inexpensive, they are time consuming and foreign, so the need never gets fulfilled.

Therefore, your new product or service should be so well-crafted that it displaces the substitutes currently in use. They are, in fact your real enemies.

Take this fortnightly business column as an example. At first blush, you may think that another newspaper represents the competition. However, when I performed the Ulwick analysis I realized that the real competitors are television, books and Facebook.

From a traditional point of view, these conclusions makes no sense. Yet, in the customer’s world, the psychological gap that drives them to these substitutes has its own, perfect logic.

3. Use Benefit Statements

Closing the psychological gap isn’t easy. In fact, innovators often have a difficult time articulating the emotional-filled reasons their new product or service improves the customer’s life.

However, once the unmet needs and substitutes are known, the task becomes easier. For example, one benefit of reading this column regularly might be that “It gives you fresh ideas for your Jamaican organization with a minimum investment of effort, so you don’t have to waste precious time searching the internet.”

Contrast this approach with that taken by traditional marketers who imagine distinct market segments. These are usually formed around demographic data such as “an employed woman between the ages of 30-45 with two children and a bachelor’s degree.” Unfortunately, segments don’t work as well because people are actually individually and psychologically motivated by unmet needs in particular circumstances. Not by generic characteristics.

In summary, use these three insights to dramatically improve your connection with your prospect’s hidden motivators.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2018, send email to columns@fwconsulting.com

On Separating Breakthrough Strategic Plans from the Others

November 7, 2019

Have you ever been presented with a strategy document that appears to be nothing more than a list of projects? If so, the good news is that you aren’t crazy if you thought that something was missing. A sound plan is more than a grab bag – it should bring an intangible hypothesis to life in words and images that staff members can use in their daily activities.

To listen to this podcast, visit Source

Are you Cutting Meetings to the Bone

October 31, 2019

Is it possible to simultaneously cut the total time people spend in meetings while improving their quality? Not only is it possible, but there is a natural link between the two results that your company could exploit to increase its overall productivity.

To listen to this podcast, visit Source

Should someone who is bad at email be promoted?

By Francis

Is there such a thing as email prowess? And is it important enough to be one of the core criteria for promotion? Many would disagree, but there’s evidence which suggests that electronic messaging is no longer a diversion from your work, but an essential component.

It’s fair to say that most managers see email as a nuisance, an activity they would gladly do without. Professionals from an older generation can remember a simpler age when …read more

Source:: Should someone who is bad at email be promoted?

Why Strategic Planning Offers Team-Building Opportunities

By Francis

Listen to this episode here.

Why is it said that a well-conducted strategic planning retreat can be the best executive team-building session ever? What elements should you include so that the time spent helps participants work better than before?

First, you must start by setting aside any recent, fluffy definition of “team-building”: it’s become synonymous with “entertaining.” For many it means “changing out of work clothes to engage in an activity completely unrelated to the …read more

Source:: Why Strategic Planning Offers Team-Building Opportunities

Why Effective Leaders Never Play It Safe

By Francis

The audio version of this article can be found here, plus an archive of past publications

What allows a few corporate leaders to take risks so effortlessly? And why are so many of the rest over-cautious, trapped in behaviors that leave staff uninspired and disengaged? These tough questions resist one-size-fits-all answers but much can be learned from the leadership of Dr. Martin Luther King.

Few realize that he died with a disapproval rating of 75%, higher …read more

Source:: Why Effective Leaders Never Play It Safe