Building a better workplace takes focus and attention to detail. This blog helps you attack those details. Whether your are a manager, supervisor, mid-manager, business owner or HR manager, this Blog is for you.
Kevin Burns - Workplace Expert/Keynote Speaker
Sunday, July 18, 2010
Protect Your Culture From Bad Speakers
You've finally decided on a strategy to develop and improve your Corporate Culture. Of course, the purpose for doing this was to ensure that you were able to hang onto your really good people (as the market is about to experience a mass exodus of workers looking for something new and challenging - don't forget this very important point) and to be able to attract and recruit some of the best performers in your industry segment. One of the key considerations when building a strong Culture is a consistent effort in the area of ongoing learning for your employees. Keeping the employees ahead of the market curve makes your an enviable workplace because you're not following the market, you're leading it.
I read on one of the message boards last week about a "speaker" who has difficulty getting Play-doh and wire Slinkys through airport security. Are you kidding me? What sort of organization would be hiring a speaker to fly across the country carrying Slinkys and Play-doh and expecting their people to take their jobs and training seriously? Would you be lining up to work for that organization?
It is paramount that your people get good training, ideas and opportunities to stretch themselves but you've got to ensure that their learning is in alignment with your Culture initiatives. DO NOT hire workshop facilitators that work with Slinkys or Play-doh or cutting pictures out of magazines to create a dream collage - unless you run a daycare center. Never, ever let elementary school teachers as speakers talk to your people. High-performers will derive zero value from waste-of-time training and go in search of "professional" learning.
If you're going to create a new Culture, then everything you've done in the past may need to be re-evaluated. And that especially includes what your learning programs look like. Do not put "kindergarten teachers" in front of your people and expect them to be better prepared to respond quickly to market changes, customers demands and innovative thinking.
Once you've assembled your excellent team, do not jeopardize it with "cutesy" sessions. Protect your people from bad ideas, outdated learning and sessions that treat your people like children - if you want them to be market leaders.
Friday, May 14, 2010
The State of Meetings Post-Recession
So a question on a speaking industry bulletin board saddened me recently. The questioner asked who he could turn to to promote a man who has a mild form of cerebral palsy and whose wife has a rare form of joint disease because he believed it would make a great story for people to hear. I don't get how that story would help businesses hire better people. I don't see how that story helps organizations adapt to a changing workplace and marketplace, how it helps them make more sales, how it helps them manage better or how it builds a strong workplace culture. It doesn't smack of building better relationships with customers, providing better management in turbulent times or talent management that is transitioning the generations.
It is, however, a nice story for Chicken Soup For The Soul - a story of getting back up after being knocked down. But isn't that the point of being knocked down: to get back up? That's what you're supposed to do. And that story should take about 15 minutes to tell - the equivalent of a chapter. It would be a good inspirational YouTube video. It is not a presentation to build a conference around. Conferences are not a forum for victims of hardship to tell their story.
Then there are the former sports celebrities (heavy on the "former"), of which only a handful have been able to transition from sports to the platform to bring something to the table that every former sports celebrity hasn't said before. Former sports celebrities who take to the platform successfully, and have staying power, are the ones who continue to learn and research for their audiences. They are the ones who have transitioned their "education" into real takeaways that today's organizations can learn from. Why would you pay thousands of dollars for a message of the glory days of yesteryear when you can see it all on YouTube for nothing?
Then there are the television personalities, news anchors and reporters who read from a teleprompter for a living (OK, maybe it's not as easy as it looks). Yet, by the very fact that they are on TV makes them an expert in what exactly? Interviewing tips to make politicians squirm? Making that perfect "concerned-face" on cue? Sure their faces are recognizable, but ask yourself, how will your organization be different, make that better, by their message?
That should be the criteria before you part with thousands of dollars in appearance fees and travel dollars. A reporter who did a tour in a war zone is not the person I want to hear from necessarily. I want to hear from the person, the soldier, who stood in front of the reporter and kept his ass out of danger. That would be a great story to hear - but probably not one that would make your organization any different. I'll watch it on YouTube too.
Hollywood celebrities, musicians and actors are great at what they do - entertain. But entertainment is not really the point of a conference or corporate meeting is it? No, learning, networking and a collective sharing of ideas is the reason you're at the meeting. So when I hear meeting planners say that they need a marquee celebrity to get people to attend their event, that's when I know that even the attendees don't place a lot of value in the meeting or they would already be registered. If you need a big name then you've got other problems.
Hmmm, perhaps that's how we got into this mess in the first place - by hiring people who had not much to add to the conversation that was supposed to be taking place. But we were entertained.
"Nobody walked out" has become the gauge of a successful session. People walk out when they feel they are wasting their time. Today, people stay in the room and can still walk out by trashing the session on the back-channel on Twitter. People stay in the room when they are engaged or, unfortunately, when they are too afraid that they will hurt someone's feelings by walking out. And you may never find out which of the two is the reason they stayed until you read their Twitter posts.
Giving people something to think about, to work with, to make their respective organizations better is never a waste of time, money or effort. And for those who want to come to the meeting only to rub shoulders with a once-famous sports star, news anchor or celebrity, well, they probably don't have much to add to the conversation anyway. Maybe it's better that they stay home.
--
Kevin Burns - Excellence Attitude/Culture Strategist
Speaking Web Site http://www.kevburns.com
Creator of Filter-Free Fridays™
Creator of the 90-Day System To A Greatness Culture™
Coming Soon Kevin's 8th Book - "Your Attitude Sucks - Finding Your Excellence In A Wasteland of Mediocrity
Subscribe to Kevin's Attitude with ATTITUDE Blog by Email
Follow Kevin on Twitter @attitudeburns
The Official Kevin Burns YouTube Channel
Tuesday, March 23, 2010
Talent Without Skill Is Nothing
As bad as I may be at small talk, my next door neighbor is, hmmm, let's say he's "inept" at making even the slightest conversation. I have no idea what he does for a living because, well, because communication seems almost painful for him and we've never gotten that far in a conversation. (Yes, I know that's small talk. I told you I wasn't very good at it.)
I hope he's not in customer service or sales. My line of work would probably make him catatonic.
Which brings me to this question: are you skilled in all of the areas you need to be for your work? I have heard far too many people say that they have the gift of the gab and that's why they're in sales. The gift of the gab isn't enough - unless you only want to be a mediocre salesperson. No, being "skilled in the sale" is where I would put my money.
Each person has a natural talent for something. But raw talent alone will only ever allow you to achieve mediocrity. Talent alone is seductive - thinking you don't have to work hard because you have talent. It's why too many with real talent only ever achieve mediocrity. But it is putting skill on top of that talent that drives you right into greatness. That means that even if you have talent, you still need to build skill.
Let me explain. Tiger has talent. Ovechkin has talent. Kobe has talent. So what? Without practice, they'd all be just average players.
You may have talent for whatever it is you do. But if you aren't honing your skill everyday, you're wasting your talent. You're as ordinary as every other mediocre "player" like you.
The quote goes: There's no difference between the man who can't read and the one who won't read. In the same way, talent without skill is lazy - a one-way street to the vast wasteland of mediocrity.
Be better than that. Stop being ordinary. Find your greatness.
--
Attitude w/ ATTITUDE by Kevin Burns - Corporate Attitude/Culture Strategist
Creator of the 90-Day Strategy to Greatness Culture
Subscribe to Kevin's Attitude with ATTITUDE Blog by Email
Follow Kevin on Twitter @attitudeburns
The Official Kevin Burns YouTube Channel
Monday, February 23, 2009
The Fine-Print Attitude Adjustment
Do you think that a public declaration like that would inspire customers to continue doing business with you?
Well that’s exactly what the big automakers did in late 2008. And guess what? The report came out today saying auto sales dropped substantially in December. Now who would have ever thought that people would stop buying cars when the car makers say that they’re in trouble?
Has your organization stopped spending because of the media-induced, economic-crisis hysteria? Many companies say that they have stopped spending but not for things they need. If your computer crashed today you would be buying a new one tomorrow because a computer is necessary to get the work done. So companies are still buying. They’re just ensuring that they get value for their money.
Many companies have ceased their training and management meetings and conferences – yet continue to pay the Meeting Planner on-staff who is planning no meetings. That seems like a senseless waste of a good salary. Ceasing training at this time is just about the most ridiculous idea an organization could follow.
It’s right now that your people need reassurances that your company or organization is solid. It’s right now that your workplace needs a shot of courage and conviction. Many of your competitors have rolled up their sails and are waiting out the “storm.” But there is no storm. It’s a media-induced frenzy. And if you’re buying it, you’re hurting your own bottom-line.
ATTITUDE ADJUSTMENT: So what message are you sending your customers? What message are you sending your people? You see, whatever you say to your people is going to be the same thing your people say to your customers.
Let me repeat that one: whatever you say to your people is going to be the same thing your people say to your customers.
So stop catastrophizing (or making up words).
So how bad is it really out there? Well, outside of car sales, retail sales fell 1.8 per cent in December. 1.8 per cent. Are you kidding me? The mass hysteria is about a 1.8 per cent drop in retail sales in December – which is compared to December 2007. That was the month, if you recall, that retailers were surprised by how much we were spending. We overshot expectations in December 2007 and evened it out in December 2008.
Do not let your organization suffer from the media-induced, ratings-grabbing, hysterical headlines. Read the fine print. Get the information for yourself. Pay attention. Don’t panic and for goodness sake, don’t panic in front of your people or your customers.
Now is the time to give your people a shot in the arm – not a kick in the teeth. Now is the time to arm them with confidence – not uncertainty. Now is the time to give them an attitude adjustment on what’s really happening in the marketplace – not rumours and supposition. Now is the time to rise above the cowering competitors and take a bigger market share.
Now is the time for leadership. Leadership is an Attitude.
Monday, February 09, 2009
New Car Attitude Adjustment
Granted I live in Alberta and yes, we have a pretty strong economy still. And in the same way that you can’t run a hot engine forever without letting it cool down so you can do some repair and upkeep, we are in a cool-down period right now – as we gear up for the next rush. There are a lot of companies and organizations who are hiring right now. These are the same companies who are thriving in a “down economy.”
If you want to buy into the doom and gloom of how the media is portraying the economy right now, well then that’s your choice. Just remember, that you bring about what you think about.
Do I think you need to rush out and buy a new car to help the economy? Nope. In fact, if you don’t “need” a new car, why on earth would you saddle yourself with extra debt just because it’s on sale or the financing is cheap? I could sell you one of my speeches right now and you would be able to use it (the learning) for years to come but do you have the extra cash just lying around to pay for it?
I was walking across the parking lot of a conference facility last week on my way to my car. Now, let me tell you about my car. It’s a 2001 Hyundai Elantra with 5-speed transmission and a little rust forming around the fenders. It’s not a pretty car. It’s not an extravagant car. It’s a useful car that just happens to look a little weathered. It gets me 47 miles to the gallon on the highway and drives quite well. But it’s a little ugly.
I was asked once, as I was crossing the parking lot of a conference center, which car was mine: the BMW, the Lexus, the Mercedes? I simply said, “the Hyundai Elantra.”
ATTITUDE ADJUSTMENT: I guess the perception is, as a professional keynote speaker, I am supposed to be driving a brand new luxury vehicle since I supposedly speak on success. Well, the truth is, I don’t speak on success. I speak on Attitude – Leadership Attitude. Leaders don’t waste their money on cars that they don’t need. Leaders don’t need to impress people – they could care less what others think of them. Leaders do what needs doing and buy what they need.
So here’s the truth of what I do with my car. My car sits for days on end in airport parking lots, hotel parking lots, conference center parking lots and rental car parking lots. The car is ignored and left alone for days on end. The doors get dinged, it’s exposed to elements and little care is given to the car because there are no parking lot attendants. It’s a surprisingly comfortable car to drive and has high reliability ratings.
Knowing that your car is going to be exposed to carelessness and weather, would you buy an expensive car that you would need to “baby” or would you buy something that thieves wouldn’t look at a second time? I still have my car because it’s never been stolen. It’s a little ugly but it’s incredibly reliable. I owe nothing to a bank because I paid cash for it. The car owes me nothing. My car and I have the perfect relationship – it gets me where I’m going safely and I don’t expend a lot of energy worrying about it. Perfect.
Thursday, September 04, 2008
Die, Conference Dinner
I ran across this article recently in Meeting Planners International magazine. I thought it was brilliant, so much so that I felt compelled to share it with you. If you are a Meeting Planner, pay attention. If you have attended one of these events, well, enjoy. It was written by Tony Carey, CMP.
It would be difficult to invent an occasion better designed for social discomfort than the end-of-convention dinner with its incompatible mix of stale etiquette, corporate protocol, culinary sensitivities, age, gender and cultural frictions all squeezed into a few short hours that, for many participants, seem like an eternity.
Pity the poor association meeting planner (for it is in this field that the tradition survives in its purest form), required to devise a social activity in which the preordained ingredients leave scope for nothing more creative than changing the colour of the table linen.
The evening’s schedule must include a drinks reception, a dinner of at least four courses, a speech by the chairman, another by the principal guest, a series of toasts, the presentation of awards, dancing and then—to show that the organisation isn’t as old-fashioned as the previous four hours have conclusively proved—a disco.
Given the diversity of delegates at most association conventions, few of them will enjoy all these ingredients. For the younger attendees, the reception and the disco fail to compensate for the dinner discomfort and the tedium of the speeches. For the older ones, failing digestion, hearing and prostate glands make the meal an ordeal. Women (who are promoted to “ladies” for the occasion) are invariably disappointed by the men whom they are placed next to, but at least they have the pleasure of putting on a party frock. Generally speaking, men do not share women’s enthusiasm for dressing up. This may be because dress shirts shrink two sizes between uses.
Protocol demands that men and women should be seated alternately at the dinner table. This is arguably the most ridiculous piece of social etiquette since the invention of the fish knife and, fortunately, is increasingly ignored. Any good host will tell you that compatibility and mutual interests should determine a seating plan—not gender.
Would any half-professional meeting planner dare to inflict on delegates, in an auditorium, the levels of discomfort that are deemed acceptable at a banquet? No. Ten guests to a round table ensures that some can’t see the speakers and, as if the room wasn’t hot enough, everyone stokes up on calorific food eaten off warm plates. To further challenge the air conditioning, each table has a candle.
It is a physiological fact that women feel the cold more than men, so, of course, the ladies appear in backless, strapless, insubstantial little numbers (invariably black) which attract welcome attention and an unwelcome chill—while conformity demands that the gentlemen perspire in tuxedos. But I digress.
So the meal has ground to an indigestible conclusion, toasts have been drunk and the awards presented. The chairman has finally sat down to lethargic applause, so it is time for the band to strike up with a tune that only 25 percent of those present will recognise as music and to which no one will dance.
By this time (midnight), the ambient noise has reached battlefield level ensuring that conversations with foreigners—especially Virginians—have become impossible.
Most of the men would rather talk than dance, and most of the women would rather dance than talk. But the single girls have a problem: since most of the younger generation is propping up the bar, their choice of dancing partners is limited. They can choose from another woman, a septuagenarian, a drunk, their own handbag or the Greek they were sitting next to at dinner. (It’s a particularly bad evening if all they can find is a drunk old Greek with a handbag.)
But it is at this point that the group—which has been held together all evening by the glue of conformity—really splits up. The very old and the married couples go to bed, the very young escape to joust, sweatily, in the disco, while the middle-aged singles bribe the barman to remain at his post so they can rearrange the world.
Ironically, because everyone ends the evening doing what they enjoy, the event will be regarded as a considerable success. Such is the amnesic power of alcohol.
TONY CAREY, CMP, CMM, is a speaker and consultant. He can be reached at tonycarey@psilink.co.je or via his Web site, www.tonycarey.info.



