Here’s a case in point. Last Monday I was working with a beloved client who is focused on improving customer service. They’d done research on their company and found their customer service was below the industry average. This is clearly unacceptable. They are putting lots of focus and attention on improving their relationship with their customers. Three task forces were formed and on Monday we were gathering to hear what actions they were recommending to improve how their customers feel about them.
To start the session, we began with the classic tent-pole exercise. They have played this before so the participants were very confident that they would be successful at this. I said that the marketplace had changed so do not be fooled by these tent poles because they were super duper and different than before. I also said I was the customer and what they had to do for me was lower this tent pole to the ground while balancing it on their index finger. They could never lose contact with it. They had three minutes to do this. From my point of view, as the customer, faster was better.
Activity starts, The pole goes up instead of down, fingers lose contact, people yell and blame gets attributed to someone. That is how it typically goes. Then the group calms down and gets focused and some organization occurs. Finally, everyone focuses on getting the task done but no one talks to me, the customer.
As the customer, I am for the most part, left out of the loop. At this point, I am in the corner crying. I am sobbing quietly to myself while sucking my thumb because I, the customer, am being totally ignored. I am the customer after all.
After the stupid game, we talked about good customer service and paying attention to customer needs. During the debriefing, we talked about what happened and how the customer could have been more involved. We also talked about how this mirrors things that are actually happening right now within the organization. There are invariably similarities between what happens during the games and what happens in the business. As a result of playing stupid games, groups suddenly have insights about what’s missing. These are things they couldn't see before.
I asked, “When you saw that you were going to be late, did you ever tell the customer?”
“No,” they said.
“Does that ever happen back at the office?” I asked. “Does the customer always get notified of late arrivals and deliveries?”
“No,” they said
Now they are starting to get it. There are those kinds of looks—at me and then towards each other. Then I said, “If you can fix that problem here and keep the customer in the loop, our experience is that back at your business you will also find ways to keep your customers better informed.” This is the point of the stupid games and why they work.
For more information about CMI's team building programs click here.
Showing posts with label constant improvement. Show all posts
Showing posts with label constant improvement. Show all posts
Tuesday, July 26, 2011
Tuesday, July 19, 2011
Why Stupid Games?
Before we get to why ‘Stupid Games,’ let’s define what a Stupid Game is. A Stupid Game is any team-building activity that can be used to teach business principles and ideas. I don’t want to admit this: I am not good at these games, nor do I particularly like them. However, I want to be truthful given our relationship. How is that for being vulnerable? Can I have a hug?
Stupid Games are invaluable in teaching business groups that are interested in improving performance and doing that in a way that produces results. For the past twenty years, we have used experiential learning as a modality for teaching and developing our clients. Calling what we do ‘experiential education’ is what an academic would call it. For us, they are ‘stupid games’ and they are useful because they give groups a practice field where they can develop their skills and improve their performance.
For more information about CMI team building visit our website by clicking here.
Stupid Games are invaluable in teaching business groups that are interested in improving performance and doing that in a way that produces results. For the past twenty years, we have used experiential learning as a modality for teaching and developing our clients. Calling what we do ‘experiential education’ is what an academic would call it. For us, they are ‘stupid games’ and they are useful because they give groups a practice field where they can develop their skills and improve their performance.
For more information about CMI team building visit our website by clicking here.
Tuesday, May 17, 2011
The Coach's Handbook Part VI - Extraordinary Coaching
Extraordinary coaching is brought about by fusing the uniquely human characteristics mentioned
above. An extraordinary coach will be one who truly measures his/her performance by the
performance of the employees (the players). This approach will yield superior results.
The following are questions to ask yourself to see if you are an extraordinary coach.
above. An extraordinary coach will be one who truly measures his/her performance by the
performance of the employees (the players). This approach will yield superior results.
The following are questions to ask yourself to see if you are an extraordinary coach.
- Would people around you say that your team gets extraordinary results (enables the production of results beyond business as usual)?
- Is there evidence that you are someone who develops great players? By a “great player,” we mean people who are able to make things happen far beyond what one might expect given history and past predictions of your organization?
- Do you consistently demonstrate the ability to bring the capabilities and possibilities of coworkers to a more advance or effective state? The coach does this with whomever he or she interfaces with, either directly or indirectly, in the organization. The coach develops people in a 360 degree circle—above, below and laterally within the organization.
- Do your commitments and sphere of influence go beyond traditional business channels and relationships? The coach does not get entrapped by his or her position in the organization. This person uses influence and coaching to move the ball wherever he or she moves within the organization.
- Are you a person who presents yourself for coaching? Are you coachable?
- Do you take on projects that require self-development?
Your answers should give you a sense of whether or not you are coaching. Be tough on yourself
and differentiate between your coaching activities and management activities. All too often, we
find executives claiming to coach, but really managing.
and differentiate between your coaching activities and management activities. All too often, we
find executives claiming to coach, but really managing.
Next week - my final post in this series: Facing the Future
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
Read more of my writing at: http://www.cmibusinessplanning.com/news.html
Tuesday, December 21, 2010
Why Annual Kickoffs
Why anniversary celebrations? Why birthday parties? Why New Year’s holidays?
Why anything really?
Exactly! The day-to-day humdrum can definitely create a pedantic, ceaselessly plodding rhythm with no differentiation. It is all just a blur. I walk into the office; the phone rings; I answer; someone asks a question and I respond and so on and so forth, day after day, month after month, year after year.
Why have kickoff meetings?
For one, it allows you to differentiate the day as a special time and the meeting venue as a special place. It also allows the entire organization to come together for a day or half day to kick off the year.
We’ve had kickoffs in an array of places. One year we were in a barn and another year at a swanky Chicago hotel. Banquet facilities are my favorite, though the East Bank Club, a huge Chicago fitness complex, is not bad.
For one of our clients, their annual kickoff meeting is the highlight of their year. Each employee has to go up in front of everyone and answer some fun, preconceived questions. It is all very entertaining and an authentic culture builder. This is especially true when big key employee Carlos with his bushy beard does his annual “THE BIG PICTURE” talk about the company’s growth. It’s the real story and told in the real way.
For 2011, a kickoff meeting is absolutely critical. A powerful kickoff meeting will allow you and everyone involved to put 2010 behind you. It is one of the best uses of time and money. It is important for the organization to distinguish that indeed there was a 2010 and for most organizations, 2010 meant salary cuts, layoffs and a sense that our survival was at risk. At the kickoff meeting, the past goes into the past.
How we typically do this is to illustrate 2010 on flip charts. The group answers questions and puts these answers up on flip charts too in categories such as “breakdowns,” “what was learned,” “breakthroughs,” “fiascos,” “disappointments,” “accomplishments,” etc. The aspects of 2010 we are taking into 2011 and those are we leaving behind are also included. Then, in front of the room, spokespeople read from the flip charts and there is a question and answer session with questions from the audience.
As a grand finale, participants stand up and say farewell to 2010. Tears flow, (not hugs) and the crowd then greets 2011 with cheers, hand-clapping, hurrahs and gales of laughter. Even when it is not very emotional, it is worthwhile and useful. All stand ready for the future and to begin anew. Game 2011, on.
One of the great aspects of this exercise is that employees get to appreciate everything that happened during the past 12 months. It also brings completion to the year. One season is completed while the possibility of next season opens up.
The kickoff allows the leadership to layout and promote a three- to five-year time horizon in broad brush strokes and to more precisely paint the picture for 2011. I subscribe to the idea that what determines how an organization operates in the present is dictated by the future that the organization lives into.
The issue here is that most of us have the organizations past filed in the future file bin. Typically, what the organization is unknowingly doing is living into its past. I wonder if GM, Lehman Brothers or Chrysler has a perspective on this that they would like to share.
The kickoff allows for a distinct future to be created by the leadership group and CEO. At this point, leadership stands and presents the company’s future. Hopefully, this is not something that was created over coffee that morning. Our clients have been working and developing this future over the previous two to three months. This is the culmination of a lot of work and some of the participants have been a part of the planning.
At the kickoff meetings we facilitate, we typically annoy the group with stupid games and other growth and development activities. It is not all lecture and people are not just sitting there like they are watching TV. There is a lot you can do with exercises to foster good customer service and strong relationships. At one meeting we rolled out a new set of values and led exercises that allowed people to experience the new values directly by interacting with each other.
At other kickoffs I’ve been a part of, leadership has laid out what it is going to take for everyone to go Las Vegas or Cancun, complete with props and skits. In both cases, the company’s employees actually did go to their respective destinations as a celebration of their accomplishments. It all started at the kickoff meeting.
After the leadership presentation, there is typically an opportunity for the various departments to plan by delineating how to improve and grow in order to deliver on the company’s future. The departments get to look at their strengths and weakness and what they need to do to develop and improve in their areas of weakness.
There is a lot that can be done during a kickoff meeting to help departments build cohesion and momentum. We have great exercises that encourage participants to give each other useful feedback on how they can improve internal customer service. Whoever is facilitating sets up the ground rule that this is business, not personal.
Everyone should embrace the idea of constant improvement as the bottom line. When a positive context is established, unresolved issues can be explored and clarified. In addition to strength and weakness feedback, the department will design 2011 objectives, action plans and first-quarter milestones that support the overall direction.
During a kickoff, new information can be given to the members of the organization. If lean initiatives are going to be part of the year or a new ERP or other software is being implemented, the kick off meeting is a perfect time to get started with training. Why not use the opportunity? We are all together for the day—lunch included—and the new year has begun. So let’s go for it and make the whole kickoff wildly productive!
Now let’s re-cap. Why kickoff business meetings?
• They let you put the past in the past.
• They let you create a future to live into.
• They provide an opportunity for departmental planning .
• You can begin training and educational initiatives.
• All this along with stupid games and other fun annoyances.
Such a deal!
So do it. Especially do it this year, because I promise 2011 is not going to be anything like 2010 and you can hold me to it.
The real question is: Will you and your organization be ready for the opportunities of the New Year?
Let us know how it goes. We would love to hear about your progress and breakthroughs.
Game 2011 on.
Why anything really?
Exactly! The day-to-day humdrum can definitely create a pedantic, ceaselessly plodding rhythm with no differentiation. It is all just a blur. I walk into the office; the phone rings; I answer; someone asks a question and I respond and so on and so forth, day after day, month after month, year after year.
Back to the Question
Why have kickoff meetings?
For one, it allows you to differentiate the day as a special time and the meeting venue as a special place. It also allows the entire organization to come together for a day or half day to kick off the year.
We’ve had kickoffs in an array of places. One year we were in a barn and another year at a swanky Chicago hotel. Banquet facilities are my favorite, though the East Bank Club, a huge Chicago fitness complex, is not bad.
For one of our clients, their annual kickoff meeting is the highlight of their year. Each employee has to go up in front of everyone and answer some fun, preconceived questions. It is all very entertaining and an authentic culture builder. This is especially true when big key employee Carlos with his bushy beard does his annual “THE BIG PICTURE” talk about the company’s growth. It’s the real story and told in the real way.
Stop the Past, Start the Future, Now
For 2011, a kickoff meeting is absolutely critical. A powerful kickoff meeting will allow you and everyone involved to put 2010 behind you. It is one of the best uses of time and money. It is important for the organization to distinguish that indeed there was a 2010 and for most organizations, 2010 meant salary cuts, layoffs and a sense that our survival was at risk. At the kickoff meeting, the past goes into the past.
How we typically do this is to illustrate 2010 on flip charts. The group answers questions and puts these answers up on flip charts too in categories such as “breakdowns,” “what was learned,” “breakthroughs,” “fiascos,” “disappointments,” “accomplishments,” etc. The aspects of 2010 we are taking into 2011 and those are we leaving behind are also included. Then, in front of the room, spokespeople read from the flip charts and there is a question and answer session with questions from the audience.
As a grand finale, participants stand up and say farewell to 2010. Tears flow, (not hugs) and the crowd then greets 2011 with cheers, hand-clapping, hurrahs and gales of laughter. Even when it is not very emotional, it is worthwhile and useful. All stand ready for the future and to begin anew. Game 2011, on.
One of the great aspects of this exercise is that employees get to appreciate everything that happened during the past 12 months. It also brings completion to the year. One season is completed while the possibility of next season opens up.
A Future Vision is Essential
The kickoff allows the leadership to layout and promote a three- to five-year time horizon in broad brush strokes and to more precisely paint the picture for 2011. I subscribe to the idea that what determines how an organization operates in the present is dictated by the future that the organization lives into.
The issue here is that most of us have the organizations past filed in the future file bin. Typically, what the organization is unknowingly doing is living into its past. I wonder if GM, Lehman Brothers or Chrysler has a perspective on this that they would like to share.
The kickoff allows for a distinct future to be created by the leadership group and CEO. At this point, leadership stands and presents the company’s future. Hopefully, this is not something that was created over coffee that morning. Our clients have been working and developing this future over the previous two to three months. This is the culmination of a lot of work and some of the participants have been a part of the planning.
At the kickoff meetings we facilitate, we typically annoy the group with stupid games and other growth and development activities. It is not all lecture and people are not just sitting there like they are watching TV. There is a lot you can do with exercises to foster good customer service and strong relationships. At one meeting we rolled out a new set of values and led exercises that allowed people to experience the new values directly by interacting with each other.
At other kickoffs I’ve been a part of, leadership has laid out what it is going to take for everyone to go Las Vegas or Cancun, complete with props and skits. In both cases, the company’s employees actually did go to their respective destinations as a celebration of their accomplishments. It all started at the kickoff meeting.
Get Up & Running Immediately
After the leadership presentation, there is typically an opportunity for the various departments to plan by delineating how to improve and grow in order to deliver on the company’s future. The departments get to look at their strengths and weakness and what they need to do to develop and improve in their areas of weakness.
There is a lot that can be done during a kickoff meeting to help departments build cohesion and momentum. We have great exercises that encourage participants to give each other useful feedback on how they can improve internal customer service. Whoever is facilitating sets up the ground rule that this is business, not personal.
Everyone should embrace the idea of constant improvement as the bottom line. When a positive context is established, unresolved issues can be explored and clarified. In addition to strength and weakness feedback, the department will design 2011 objectives, action plans and first-quarter milestones that support the overall direction.
During a kickoff, new information can be given to the members of the organization. If lean initiatives are going to be part of the year or a new ERP or other software is being implemented, the kick off meeting is a perfect time to get started with training. Why not use the opportunity? We are all together for the day—lunch included—and the new year has begun. So let’s go for it and make the whole kickoff wildly productive!
So There You Have It
Now let’s re-cap. Why kickoff business meetings?
• They let you put the past in the past.
• They let you create a future to live into.
• They provide an opportunity for departmental planning .
• You can begin training and educational initiatives.
• All this along with stupid games and other fun annoyances.
Such a deal!
So do it. Especially do it this year, because I promise 2011 is not going to be anything like 2010 and you can hold me to it.
The real question is: Will you and your organization be ready for the opportunities of the New Year?
Let us know how it goes. We would love to hear about your progress and breakthroughs.
Game 2011 on.
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