Listen to most executive management people in an organization and they often speak with considerable enthusiasm about how they run a people first organization, while instead spending the majority of time talking to employees about revenues and profits. As business leaders or department heads, we all understand the basic premise that an organization, whether it is a healthcare facility such as a hospital or a small business, has to make money to stay in business. But what we chose to focus on to make that money is the key to whether we are successful in that endeavor or not.

Businesses who sustain encouraging results realize the people in their organization are the drivers of the success and PROFITS a company seeks to achieve.

It stands to reason then that companies should be focused much more intently on their people and their unleashed potential, both personally and professionally, if they are to maintain those consistent positive results needed to compete in any market.

Three familiar ideas trigger the things that successful companies do to develop and tap the potential of their people:

1. The company has a clear, well-articulated set of values that are the foundation for management practices that provide for the company’s competitive success.

2. The company has a significant degree of alignment and consistency in the people-centered practices that express its core values.

3. Senior managers in these companies (not just the founders or the CEO) are leaders whose primary role is to ensure that the values are maintained and constantly made real to all of the people who work in the organization.

The most visible characteristics of successful companies are their values and the fact that the values come first even before margins.

Why are values so important? Because we a people need to believe that what we do makes a difference to others and that our work is important. That in itself serves as a crucial motivator for any employee. We also want to feel that we are valued as people. We want to be respected for who we are, not simply for what we do. Read any material on the psychology of motivation and be reminded that money by itself isn’t sufficient for motivating long-term above average performance.

Companies more than ever need to have a clear understanding of their people and their values in order to make work meaningful and thereby attract, motivate and retain excellent people. There must be a balance with people, values and business in order to create sustainable results.

When core values are clearly defined and articulated, they become living values that get communicated and reinforced continually. In the absence of repetitive reminders of these values other implicit and negative values can take over, such as individual ambition at the expense of team work. The only insurance against such undermining is to reinforce values in both language and actions.

The business author, John Miller, reminds us  that every leader in a company should ask these questions regularly:

1. How can I reinforce and communicate our core values on a daily basis?

2. How can I create and communicate a clear vision for the part of the business that I manage?

3. What can I do to help others understand how our values drive our strategies?

4. How can I provide the people with whom I work with clear performance objectives that support our values?

5. How can I create an atmosphere in which people feel included and valued?

6. What can I do to ensure that everyone is heard?

7. How can I help my people succeed?

8. How can I show people they’re important to our success?

9. What can I do to maximize the talents of those who work with me?

10. How can I help people learn from their mistakes?

11. What can I do to ensure that people have the knowledge, skills and tools they need to be successful?

12. How can I build better relationships with my customers?

13. How can I increase the value my customers receive?

14. How can I build better relationships with my suppliers?

15. What can I do to build strong relationships with the local community?

As an Executive coach, I ask each of you, how does your attitude then affect your answers to any of John’s questions?

What might I do to help you create an environment where your people are excited about the organization’s  results as you are?

Share your ideas with those involved in this blog to help make a difference.

To your continued success,
Coach Nancy

Listening may be the most difficult skill to master when communicating effectively. But master it, we can!

The non verbal part of communicating is the most telling. Try this for a fact:

Research has shown that only 7 percent of what we take in from a speaker is from the actual words; the rest is non-verbal. The tone of voice of the speaker accounts for 38 percent of the message received. Over 55 percent of our perception of the message comes from the speaker’s body language.

This would mean how something is said is far more important than the actual words. This also means to be a really effective listener, one must “listen” to the non-verbals as well. This means being tuned in to what is being said and what is not being said.

Which brings this discussion to a really important part of listening: asking questions. It is not enough to assume you know what the person means. Non-verbals can lead you to “hear” something that is not being said. Asking questions deepens the discussion and explores more of what the person means.

Some useful questions are:

• “Can you give an example of this?”

• “Tell me more about that…”

A good listener should be making eye contact with the speaker about 60 to 80 percent of the time, at least in Western cultures. Nodding and shaking the head is usually appropriate to indicate receptiveness and understanding. Of course, it also indicates agreement or disagreement and can therefore interrupt the speaker

Rarely do people take the time to reflect on the quality of their listening skills. In fact, the only time we may become aware of them is when there has been a breakdown in communications, but by then we are in defensive mode instead of learning mode.

How well do you listen? When was the last time you asked your spouse, your boss, or a trusted peer for feedback on your communication skills? For most of us, this is far too risky.

Talking with your personal coach can help you practice active listening and is a safe way to improve without risk.

Let me know how you work on effective listening as you move to effect positive change.

To your continued success,

Coach Nancy