21st Century Professional Manufacturers Representatives

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21st Century Professional Manufacturers
Representatives

• Leading the Professional Rep Firm
• CPMR 301

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Imagine

• Everyone in your firm is working toward the same
  simple, compelling goals.
• Everyone is committed to adding value and
  satisfying your customers and your principals.
• Unnecessary work and unproductive time have been
  virtually eliminated.
• People genuinely respect and trust each other to
  do their jobs.
• People are open to change. They constantly
  suggest and implement great ideas to strengthen
  the firm.
• People take initiative and have a can-do
  attitude.
• A spirit of teamwork pervades the firm.
• People are really excited and enthusiastic about
  their jobs and positive about the business.

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Would Performance Increase

• Less than 25?
• 25 to 50?
• More than 50?

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Unleashing Discretionary Effort

• Unleashing discretionary effort -- the gap
  between acceptable performance and exceptional
  performance -- is the key to success
• Employees choose whether they bring their A
  game and give their very best

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Your Challenge

• How can you unleash this discretionary effort in
  your (part of the) firm?
• In other words, how can you create a firm with
  Engaged, Enthusiastic and Energetic associates?

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People and Leadership
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Actual
Ideal
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People and Culture Matter

• Research results consistently show that
• High performance firms have more people-oriented
  cultures.
• Low performance firms more frequently have
  toxic cultures.
• Tim Baldwin, 2008

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Good People Management Practices Matter

• Stock Market performance 1998-2005
• S P 500 4.81
• Russell 3000 5.22
• 100 Best Buy and Hold 10.12
• 100 Best Places to Work 14.75 (reset annually)

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Service-Profit ChainWhat the Research Says

• Customer loyalty drives profitability and growth
• Customer satisfaction drives customer loyalty
• Value drives customer satisfaction
• Employee productivity drives value
• Employee loyalty drives productivity
• Employee satisfaction drives employee loyalty
• Quality working environment drives employee
  satisfaction

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Service-Profit ChainA Simpler Way of Saying it

• If you take care of your employees,
• Your employees will take care of your customers,
• And your customers will take care of your bottom
  line.

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Best Practices People Management

• HR Practices that Matter
• Decentralized decision-making
• Extensive sharing of information
• Commitment to development
• Reduced status barriers
• Relatively high, performance-based pay
• Selective hiring
• Employment security
• Jeffrey Pfeffer, The Human Equation

• What Good Employees Want
• Opportunity to solve problems for customers
• Recognition of work and lack thereof
• Personal development and growth
• Appropriate compensation
• Chance to work with winners
• Job continuity
• Research reported by Tim Baldwin, 2008

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Getting the Right People on the Bus

• Major challenge
• Hiring and retaining the right people and putting
  them in the right jobs.
• Building greatness with increasingly limited
  resources.
• Hiring tough to find and select self-motivated,
  self-disciplined talent.

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Hire Tough So You Can Manage Easy

• Invest the time to make good hires of great
  people!
• The most expensive person you'll ever hire is the
  one you have to fire. Hire tough systems are the
  best insurance against negligent hiring lawsuits,
  workers' compensation claims and management
  migraines.
• Mel Kleiman, Hire Tough, Manage Easy

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Formula for a Good Hire

• Past performance is the best predictor of future
  performance
• The more recent a particular behavior, the
  stronger of a predictor it will be

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Hiring Tough

• Start by having a very clear picture of
• Attitudes, beliefs and values character that
  best represent and reflect on your firms brand
• Skill sets and experience competencies
  necessary to effectively meet the demands of your
  emerging marketplace
• Dont settle!!!!

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Good Interview Techniques

• The secret of good job interviewers is that they
  never ask traditional, dorky interview questions.
  They don't need to. They jump into a business
  conversation that does three powerful things in a
  one-hour chat
• Gets you excited about this opportunity (or, as
  valuably, makes it clear that you and this job
  are not a good fit).
• Reveals to the interviewer how you'll fit into
  the role and the company, based on your
  background, perspective, temperament, and ideas.
• Gives you a ton of new information about the job,
  the management, the goals, the culture, and what
  life at this joint would be like.
• BusinessWeek

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Typical Interview Questions

• Conventional questions
• What are your greatest strengths and weaknesses?
• Situational questions
• How would you handle a crisis in which your boss
  asked you to do something that you considered
  unethical?
• Brainteaser questions
• Why are manhole covers round?

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Limits to Conventional Questions

• These questions for sorting good job candidates
  from bad are fundamentally flawed
• Far too predictable and artificial
• Don't illuminate the qualities that actually make
  a difference to new employees' success.

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Stupid Interview Questions

• Where do you see yourself in five years?
• If you were an animal/a can of soup/some other
  random object, which one would you be?
• What are your weaknesses?
• What in particular interested you about our
  company?
• What would your past managers say about you?
• BusinessWeek

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Preparing for an Interview

• Preview the interview and plan your opening
• Select an appropriate location
• Prepare by reviewing all the information you've
  collected so far and plan the questions you'll
  ask.
• Develop competency-based behavioral interview
  questions
• Observe your top performers to identify common
  characteristics and competencies
• Develop specific and precise interview questions
  that get at the characteristics and competencies
  job seekers will need
• Use scenarios from your own experience and ask
  how the applicant would respond

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Sample Competency-Based Behavioral Interview
Questions

• Describe a time you had to make a quick decision
  with incomplete information?
• Tell me about a time when you caught an error
  that others had missed.
• Describe a time when you were faced with problems
  or stresses at work that tested your coping
  skills. What did you do?
• Give an example of a time when you had to be
  relatively quick in coming to a decision.
• Give me an example of an important goal you had
  to set and tell me about your progress in
  reaching that goal.
• Describe the most creative work-related project
  you have completed.
• Give me an example of a problem you faced on the
  job, and tell me how you solved it.
• Tell me about a situation in the past year in
  which you had to deal with a very upset customer
  or co-worker.

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Conducting the Interview

• Put the candidate at ease so you can get a sense
  for their true personality and skills.
• Stay in control of the interview by telling
  applicants up front what you're going to cover.
  Let them know they'll have an opportunity to ask
  questions after you've told them about the job
  and the company and have asked your prepared
  questions.
• Tell applicants you expect them to be truthful.
• Don't interview with the application in front of
  you or you'll end up simply confirming
  information instead of finding out what you need
  to know.
• Take notes, but never on the application. It's a
  legal document that you need to keep on file
  whether or not the applicant is hired.
• Pay attention to the applicant's posture, facial
  expressions, and eye, hand and leg movements.
• Remember that the candidate is also interviewing
  you.

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Concluding The Interview

• Plan 20 of your time to wrap things up
• Ask candidates for their questions
• Explain the follow-up process and timing
• Ask if anything is unclear
• Promote your firm.

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Be Prepared for the Tough Questions They Might
Ask You

• Why is this position available right now?
• How many times has this position been filled in
  the past 5 years?
• What should the new person do differently from
  the last person?
• What would you most like to see done in the next
  6 months?
• What are the most difficult problems that this
  jobs entails?
• How much freedom do I have in the decision making
  process?
• What are my options for advancement?
• How has this company succeeded in the past?
• What changes do you envision in near future for
  this company?
• What do you think constitutes success in this job?

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What is Leadership?
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Core Purpose of Leadership and Management
Enhancing the collective capacity to produce
results that matter
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Leadership Myths

• Leaders are born your either have it or you
  dont.
• Leadership is about title, position, and the
  power/authority to make things happen.
• Leaders are charismatic, hard charging, high
  profile individuals like the people who grace the
  covers of magazines such as Fortune and Business
  Week.
• Leadership is good management is bad.

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Leadership Myths

• Leaders are born your either have it or you
  dont.
• Leadership is about title, position, and the
  power/authority to make things happen.
• Leaders are charismatic, hard charging, high
  profile individuals like the people who grace the
  covers of magazines such as Fortune and Business
  Week.
• Leadership is good management is bad.

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Leadership and Titles

• You dont need a title to be a leader AND
• A title doesnt make you a leader!

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You Dont Need a Title if You

• Believe you can positively shape your life and
  career
• Strive to solve problems and seize new
  opportunities to improve the service your
  customers receive and make your organization
  better
• Lead through positive relationships and
  collaboration rather than control over people
• Contribute to the betterment of others
• Influence others to contribute and do their best
  out of respect and commitment rather than fear
  and compliance

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Small L Everyday Leadership

• What are the many ways a person can provide
  leadership regardless of their position or their
  title?

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Leadership Myths

• Leaders are born your either have it or you
  dont.
• Leadership is about title, position, and the
  power/authority to make things happen.
• Leaders are charismatic, hard charging, high
  profile individuals like the people who grace the
  covers of magazines such as Fortune and Business
  Week.
• Leadership is good management is bad.

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Good to GreatLevel 5 Leadership
Level 5 leaders channel their ego needs away from
themselves and into the larger goal of building a
great company. Its not that Level 5 leaders
have no ego or self-interest. Indeed, they are
incredibly ambitiousbut their ambition is first
and foremost for the institution, not
themselves. Jim Collins. From Good to Great
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Level 5 Leadership

• Personal Humility
• Demonstrates a compelling modesty, shunning
  public adulation never boastful.
• Acts with quiet, calm determination relies
  principally on inspired standards, not inspiring
  charisma, to motivate.
• Channels ambition into the company, not the self
  sets up successors for even greater success in
  the next generation.
• Looks out the window, not in the mirror, to
  apportion credit for the success of the company
  to other people, external factors, and good luck.

• Professional Will
• Creates superb results, a clear catalyst in the
  transition from good to great.
• Demonstrates an unwavering resolve to do whatever
  must be done to produce the best long-term
  results, no matter how difficult.
• Sets the standard of building an enduring great
  company will settle for nothing less.
• Looks in the mirror, not out the window, to
  apportion responsibility for poor results, never
  blaming other people, external factors, or bad
  luck.

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Who is a Leader?

• Not the president nor the person with the most
  distinguished title, but the role model. Not the
  highest-paid person in the group, but the
  risk-taker. Not the person with the largest car
  or the biggest home, but the servant. Not the
  person who promotes himself, but the promoter of
  others. Not the administrator, but the
  initiator. Not the taker, but the giver. Not the
  talker, but the listener.
• C. William Pollard, Chairman, ServiceMaster
  Company

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Leadership Myths

• Leaders are born your either have it or you
  dont.
• Leadership is about title, position, and the
  power/authority to make things happen.
• Leaders are charismatic, hard charging, high
  profile individuals like the people who grace the
  covers of magazines such as Fortune and Business
  Week.
• Leadership is good management is bad.

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Leadership and Management
Management
Leadership

• - Do the right things
• - Create change
• - Build commitment
• - Exercise influence

• Do things right
• Create order
• Ensure compliance
• Exercise authority

Key Elements

• Plan and budget
• Organize and staff
• Control and problem solve

• Create a direction
• Align people
• Motivate and inspire

Key Activities
Based on John Kotter
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Leadership vs. Management

• Exercise Time Usage
• Review the key activity sets of leadership and
  management.
• Roughly what percentage of YOUR time do you
  currently spend on each of the six core
  activities?

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Leadership vs. Management

• Establishing Direction
• Keeping in touch with the needs of key
  stakeholders customers, employees, suppliers,
  and investors.
• Constantly challenging assumptions and
  conventional wisdom.
• Creating a vision (of the company, the division,
  or the department) that is both exciting and
  sensible.
• Developing strategies for accomplishing the
  vision.

• Planning and Budgeting
• Setting targets.
• Establishing steps and timetables for achieving
  results.
• Allocating resources needed to achieve plan.

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Leadership vs. Management

• Aligning People Systems
• Demonstrating personal commitment to the vision
  and strategy by behaving in ways that are
  consistent with the vision.
• Communicating the vision constantly and
  consistently in a clear, simple, and powerful
  way.
• Translating the vision and strategy into
  measurable results.
• Aligning the organizations activity system and
  infrastructure (processes, systems, policies and
  procedures).

• Organizing Staffing
• Creating structure and jobs to achieve the plan.
• Providing staff to complete the work.
• Delegating responsibility and authority for
  executing plan.
• Providing policies and procedures to help guide
  people.
• Creating methods or systems to monitor
  implementation.

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Leadership vs. Management

• Controlling/Problem Solving
• Monitoring results against plan.
• Identifying deviations.
• Planning and organizing to solve problems.

• Motivating and Inspiring
• Communicating the vision in a way that connects
  to people's individual values.
• Involving people in deciding how to implement
  visions and strategies.
• Providing coaching and feedback to guide people
  in achieving the vision.
• Providing enthusiastic support to people in their
  efforts to accomplish important goals.
• Recognizing and rewarding people for successfully
  implementing the vision.

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Time Use Analysis
Planning budgeting

• Creating direction

___
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Aligning people
Organizing staffing
Management
Leadership
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Controlling problem solving
Motivating inspiring
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___
Subtotals
___
___
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Leadership AND Management

• Leadership and management are two distinctive and
  complementary systems of action. Each has its
  own function and characteristic activities. Both
  are necessary for success in an increasingly
  complex and volatile business environment.
• Leadership complements management it doesn't
  replace it. The real challenge is to combine
  strong leadership and strong management and use
  each to balance the other.
• John Kotter

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Video Case Titeflex

• What are the key lessons from this video case in
  terms of
• How the Plant Manager implemented the change --
  what he did?
• Leadership characteristics of the Plant Manager
  -- who he was as a person?

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Essence of Leadership
Knowledge, skills, and behaviors requisite for
marshaling collective effort and resources
(human, capital, information) to achieve
organizational success.
Competence What you do
Character of individuals which inspires and
challenges others to achieve new levels of
contribution and growth.
Authenticity Who you are
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Key Performance Areasof Great Leaders and
Managers

• Delivering business results
• Developing people
• Building the culture affirming core values
• Peter Drucker

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Core Leadership Competencies

• Results

People
Authenticity
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Results Matter!!!!

• It is not enough to have mastered the attributes
  of leadership effective leaders must connect
  attributes to results.

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Research on Admired Leaders

• 88  Honest
• 23  Imaginative
•   6  Independent
• 65  Inspiring
• 47  Intelligent
• 14  Loyal
• 17  Mature
•   8  Self-controlled
• 34  Straightforward
• 35  Supportive

• 21  Ambitious
• 40  Broad-minded
• 20  Caring
• 66  Competent
• 28  Cooperative
• 20  Courageous
• 33  Dependable
• 24  Determined
• 42  Fair-minded
• 71  Forward-looking

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High Management Credibility

• Be proud to say theyre part of organization.
• Feel strong sense of team spirit.
• See personal values as consistent with the firm.
• Feel attached and committed to the firm.
• Have sense of ownership of the firm.

Kouzes and Posner
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Low Management Credibility

• Produce only if watched carefully.
• Be motivated primarily by money.
• Say good things about organization, but criticize
  it privately.
• Consider looking for another job in tough times.
• Feel unsupported and unappreciated.

Kouzes and Posner
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Trust Worthiness

• Overhead is the price we pay for low trust in an
  organization.
• Eli Bernaker
• The number one job of any manager is to build
  trust.
• Director, Organization Development, SAS

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Questions We All Ask

• Can I trust you?
• Are you committed to greatness?
• Do you care about me as a person?
• Lou Holtz

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Some Things YOU Can Do

• Follow the platinum rule.
• Acknowledge peoples contributions.
• End any and all acts of disrespect.
• Listen to your people.
• Encourage and develop people to make decisions
  and take initiative.
• Set tough standards of performance and challenge
  people to be their best.
• Hold people accountable.
• Find out what people want and help them be
  successful.
• Spend most of your time with your best people.
• Be a positive role model.

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But You Have to Mean It!

• Leadership, in its most powerful and compelling
  form, will not work without positive intentions.
  A positive intent, a focus on others instead of
  self, is the foundation of leadership. Without
  that foundation, all the skills, techniques and
  trappings of leadership will ring hollow people
  will always sense the contradictions, and they
  will never give 100 percent support they will
  always have a back door But when the positive
  intent is there, all the skills of leadership
  will naturally follow.
• Larry Wilson

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Leading and Managing Oneself

• You can not lead anyone else at any higher level
  of effectiveness than you are currently leading
  yourself.
• Steven Covey
• The mastery of the art of leadership is the
  mastery of the self. Ultimately, leadership
  development is self-development.
• James Kouzes and Barry Posner

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Challenges of Managing Self

• The challenges of managing oneself may seem
  obvious, if not elementary. And the answers may
  seem self-evident to the point of appearing
  naïve. But managing oneself requires new and
  unprecedented things from the individual, and
  especially from the knowledge worker. In effect,
  managing oneself demands that each knowledge
  worker think and behave like a chief executive
  officer.
• Peter Drucker, HBR, 1999

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Key Data for Managing Self
What are my values and what do I stand for?

• What are my strengths?

How do I perform?
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What Are My Strengths?

• Practice feedback analysis.
• Conduct your own achievement analysis.
• What have I achieved to date that I am proud of?
• To what task do you most often gravitate?
• Regularly gather peer feedback.

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Encourage Candid Feedback

• Ask the people who know you best -- colleagues,
  the people you work with, personal friends, your
  rabbi -- to give you honest and candid feedback.
• Share with them what you are working on or what
  are you are trying to accomplish and then ask
  them what you need to do to be more effective
• Three things you should STOP doing.
• Three things you should START doing.
• Three things you should CONTINUE doing.

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Receiving Feedback

• Accept that criticism will hurt your feelings.
  Nobody can tell you otherwise. But I can also
  tell you this Our success -- in the workplace
  and in life -- is directly correlated with our
  ability to hear criticism. That is how we learn.
  
• The goal of learning to hear feedback is to move
  away from the emotional response and into an
  intellectual one. Time will cure any hurt to our
  feelings, but it won't cure our failings.
• Hendrie Weisinger, The Critical Edge

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Strategies for Playing from a Position of
Strength

• Focus on improving and leveraging your strengths.
• Dont attempt to be good at everything.
• Selectively address your areas of weakness,
  especially bad habits -- the things you do or
  fail to do that inhibit your effectiveness and
  performance.
• Discover and address your blind spots -- what
  we dont know we dont know or dont want to know
  --where intellectual arrogance causes disabling
  ignorance!

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Personal Success Strategies

• We all have our own personal success strategies
  -- what we believe is necessary to successfully
  achieve our objectives within the situation we
  find ourselves.
• Often more implicit than explicit
• Not necessarily bad -- shortcuts that help us
  filter information and quickly decide what to do.
• But our success strategies may foster blind spots
  and work against us as our circumstances change.

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Personal Success Strategies

• What is your story your personal success
  strategy?
• What do you think it takes for you to be
  successful?
• What has contributed to your success in the past?
• How has it served you?
• In what ways could your personal success strategy
  work against you in your current role or as you
  take on more leadership roles in the future?

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What are My Values?

• Values are the foundation for personal integrity
  and trustworthiness.
• Personal integrity is as simple and as difficult
  as the phrase Walking YOUR talk.
• The first step requires being crystal clear about
  your talk and your walk.
• Then behave in every moment of every day in every
  interaction with others as youre day would be
  televised on the evening news.

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Ethics and Integrity

• Ethics refers to the basic human values of
  integrity, love and meaning. This dimension
  represents a higher level of development, one
  ruled not by fear or pleasure but by principle.
• Peter Koestenbaum

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What Do You Stand For?

• Values
• Spend time reflecting on them -- identifying
  them and then evaluating them based on how you
  live your life.
• What are the top three values at this point in
  your life?
• Do you take the necessary risks to live your
  values? Whats one value-driven risk youve
  taken recently?

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What Do You Stand For?

• Purpose
• Do you have a clear sense of purpose?
• Can you easily articulate it or write it down?
• Do you have a personal mission statement?

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Living On Purpose

• Set aside the time for serious thought and
  reflect on these questions
• Why was I put here on earth?
• Why do I get up in the morning?
• What kind of contribution do I want to make?
• What really matters to me?
• What legacy do I want to leave?
• Then write the speech you would want a colleague
  to give at your retirement party.
• Put it aside for a week or a month and then
  distill the essence of it into a sentence or two
  that feels right for you and energizes you.

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The Mirror Test

• Ethics requires that you ask yourself, What kind
  of person do I want to see in the mirror in the
  morning?
• Peter Drucker, HBR, 1999

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How Do I Perform?

• Amazingly, few people know how they get things
  done. Indeed, most of us do not even know that
  different people work differently. Too many
  people work in ways that are not their ways, and
  that almost guarantees nonperformance. For
  knowledge workers, How do I perform? may be an
  even more important question than What are my
  strengths?
• Peter Drucker, HBR, 1999

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How I PerformInformation Processing Styles

• Mode
• What we tend to do or prefer to do when faced
  with a situation
• We can either think or act.
• Method
• How we think or act
• We can choose to think or act in a structured way
  or in an unpatterned way.

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Information Processing Styles I-OPT Survey

• I-OPT survey assesses a persons preferred mode
  and method for processing information.
• Not fixed personality traits
• Strategies we choose to use to navigate through
  life

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I-OPT Strategic Styles
Reactive Stimulator
Logical Processor
Relational Innovator
Hypothetical Analyzer
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Reactive Stimulator

• Action-oriented individual
• React immediately to situations
• Usual target is NOW
• Seek immediate results
• Fast execution
• Decisive
• Short time horizon
• Highly task-focused
• Low interest in planning
• Figure it out as they go
• Prefer minimal detail
• High information sharing
• Opportunity oriented
• Results may be mixed

76
Logical Processor

• Logical, methodical and not easily deterred
• Work best when expectations are clear, precise
  and well defined
• Comfortable with details
• Action oriented
• Prefer to use tried and true approaches
• Do it once, do it right
• Expert strategy
• Decisive, but with measured response, and
  methodical execution
• Prefer stability
• Reserved information sharing
• Obstacle oriented
• Consistently produce results

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Hypothetical Analyzer

• Analytically oriented
• Logical, step-by-step approach
• Problem solvers
• High conceptual detail
• Reluctant execution
• Hesitantly decisive
• Reserved information sharing
• Obstacle oriented
• High certainty of outcome
• Produce great plans and paper solutions
• Identify the best way to address a situation
• Perfect a program or process

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Relational Innovator

• Creative, idea-oriented
• Rapid idea-generator
• Makes connections between divergent ideas and
  situations
• Quickly integrates new concepts, ideas and
  innovations
• All over the map
• Prefer to focus on the big picture
• Visionary
• Longer time horizon
• Results may be mixed
• Get bored with detailed implementation

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Strategic Patterns

• Combinations of strategic styles
• Common element of both styles usually typify a
  persons behavior
• Bias for action Performer
• Bias for analysis Perfector
• Logical approach Conservator
• Unpatterned Changer

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Performers

• Bias for action
• Desire to get on with it
• Respond promptly
• Decisive
• Comfortable with low to moderate risk
• Focused on getting things done
• Maximize tangible outcomes
• Use practical methods

81
Perfectors

• Prone to thinking and analysis
• World of ideas
• Prefer analytical methods
• Good advisors
• Planning oriented
• Want to virtually eliminate risk
• High certainty of conclusion

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Conservators

• Logical, structured approach
• Deliberate response
• Precise and methodical execution
• Careful execution
• Detail-oriented
• Skeptical when facing new situations
• Prefer low risk
• Consistent results
• Careful plans and complete procedures

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Changers

• Unpatterned approach.
• Favor an experimentation strategy
• Generate new ideas fast and move quickly to
  implementation
• High risk/high reward strategy
• Rapid deployment of unique solutions
• Uncertain results
• Frequent course corrections which can be
  disruptive

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Sharing Your I-OPT Styles

• Review your I-OPT report and then find a partner
  and share the following information with each
  other
• Your primary and secondary information processing
  styles and how well the profile fits you
• A story or an example of when you interacted with
  someone whose style differed from yours
• Key insights for you about how your preferred
  information processing style influences how you
  lead others

85
Working with Others

• The first is to accept the fact that other people
  are as much individuals as you yourself are.
  They perversely insist on behaving like human
  beings. This means that they too have their
  strengths they too have their ways of getting
  things done they too have their values. To be
  effective, therefore, you have to know the
  strengths, the performance modes, and the values
  of your coworkers.
• The second part of relationship responsibility
  is taking responsibility for communication.
• Peter Drucker, HBR, 1999

86
Working with OthersUsing Your I-OPT Styles

• Communication is a series of inputs (how one
  person shares information) and outputs (how the
  other person processes the information).
• Tend to communicate with others based on our own
  information processing style, not theirs.
• Working relationships will be more effective when
  outputs match inputs.

87

Working with Other Styles
88
Parting Invitation

• Leadership Knowing
• How can you use any of this information to
  strengthen your leadership effectiveness?
• Leadership Doing
• What one to two things can you do in the next 30
  days to strengthen your leadership practice?

89
Study Guide for 301

• Combine
• A healthy dose of common sense
• A little extra attention to SLIDES 4, 5, 10,
  13, 14, 27, 37, 39, 40, 41, 43, 45, 54, 55, 58,
  74, 75, 76, 77, 78

90
Surviving Difficult Times

• Key Challenges
• Hanging on to your good people.
• Keeping morale from spiraling down.
• Producing results.

91
Surviving Difficult Times

• 1. Maintain a positive attitude.
• 2. Face the brutal facts in fact, go looking
  for bad news.
• 3. Communicate, communicate, communicate.
• Dont hide or sugarcoat the truth.
• Provide regular performance feedback.
• 4. Use the time to build for the future.
• 5. Re-commit to superior customer service.
• 6. Give people clear expectations -- clear
  direction, clear priorities, clear work roles,
  and clear goals.

92
Surviving Difficult Times

• 7. Focus on short-term goals.
• 8. Create a supportive work environment.
• Get the anxiety out in the open.
• Listen empathically.
• Honor the emotions without indulging them.
• 9. Motivate, motivate, motivate  help people
  stretch and move out of their comfort zones.
• 10. Acknowledge peoples contributions and good
  faith attempts.
• 11. Celebrate successes big and small.
• 12. Re-recruit your best people.
• Be more of a leader than a manager!!!!