Service recovery… on the flip side.

My faith in service recovery has been restored!  Many of you remember my tale of a cancelled flight and the subsequent call at 2 am that was a complete service recovery failure.  If you missed it, check it out here.

Then, this morning, I get the following email (different company, different situation), that is again an attempt at service recovery. To me, this one is so many light-years better than my previous example, I just have to share it in it’s entirety.  I don’t even think you need much context, I think you’ll get the drift.

Pretty spectacular, huh?  Before we go any further, I will not hesitate to recommend SuperheroStuff.com for any of your superhero stuff-type needs.  I needed buttons.  You might need a t-shirt or a hoody.  Here is a direct link their site: https://www.superherostuff.com/

Now, I hope we can all agree that this was a great way to handle a lack of inventory. Since I’m all about the learnin’, lets break this down to see exactly what they did so we can all up our service recovery game.

  1. Addressed me by my first name. This is personal to ME!
  2. Stated the problem quickly (and in a humorous way). ‘Holy Inventory error Batman!”  Showed they knew what the problem was and weren’t afraid to admit it was their fault.
  3. Again admitted it was THIER problem (“we had a snafu”) then stated its impact to me.
  4. They apologized. Early and sincerely.
  5. Used soft language (“I was wondering if there was another item you might…”).  No demands (“You gotta pick new ones” or “you’re going to have to drive to Charlotte” – see previous post for more on THAT one!)
  6. No robo-choices (“we’ve substituted 5 other random buttons”)
  7. Made the resolution easy (and their responsibility).  I just had to pick 5 other buttons (link included) and viola – done!  Even brought back a little humor!
  8. Apologized again and told me they appreciate my business.
  9. Showed more humor and consistent branding/theming in the signature block.  But ALSO included a real name. Imagine responding and addressing the email to: Black Widow?

Was there anything else you noticed?  How would you have reacted if you got this same email?

Most importantly, how many of these things do you or your teams do when responding to a guest concern or situation?  I think one of the great things about this is how quickly they admitted wrongdoing and started proposing solutions.  Gave me no time to stew and get disproportionately angry.

Have a great service recovery story to spin?  Let me know!

Thanks for reading!

www.performanceoptimist.com

Are you listening to THE LEADING resource for leaders in the attractions industry?  If you aren’t listening to the AttractionPros podcast, that answer would be no.

The 6 words I didn’t want to hear at 2 am

Thing is, I had already planned for the exact situation described by these words in the middle of the night.  In fact, I was kind of excited about it.

How about some context…

My wife and I were at dinner at a friends house and I had put my phone on a table away from where we were sitting. When we got up to clear the table after dessert, I decided just to peek at my phone since I was traveling to a conference the next day.  That’s when I saw this text:

Okay. Flight cancelled. Not the entire flight, just the first leg.  With the amount of traveling I do, this was bound to happen, right?  Not a big deal, I will call the number and get rebooked.

Except, when I called the number, I got an automated system telling me that the department I was trying to reach was extremely busy and that I should call back later, then the system hung up on me.

Three more attempts, same result.

Again, I get it. Everyone and their brother was trying to call in at the same time.

I checked my connecting flight out of Charlotte (CLT) and it was still listed as scheduled and on time.  So, worst case scenario, I would drive to Charlotte (2-hour drive I had done MANY times) and catch that flight.  It was shaping up to be a nice weather day, so I actually started looking forward to driving the convertible to Charlotte and having a little less airport time than usual.

I tried calling the number one more time.  This time I had the ability to leave a callback number, since they said the hold time would be in excess of 4 hours. Yeah, YOU can call ME back, please.

So, at about 2 am, the phone rings.  I was asleep, but I got up and took the call.

After being on hold for a few more minutes, an agent came on and asked how she could help. I said, “You, well not you personally, but American Airlines cancelled my flight tomorrow and I was told to call this number to get it rebooked.”

Silence as she looked up my reservation.

The next 6 words I heard, even though I was already preparing to do this very thing, made my blood boil.

The attendant came on and said, “You’ll have to drive to Charlotte.”

No context, no apology, no asking about my circumstances or if driving was even an option. What if I didn’t have a car?  What if I was unable to drive and relied on someone else to get me from point A to B.  What if this wasn’t a 2-hour drive for me, but a cross-country flight? What if, what if, what if?

Feeling my face getting warm, I asked, “So since the airline canceled the flight, are they going to pay for a rental car, gas, a shuttle, anything since this is a major hassle?”

I sensed a slight scoff/chuckle/sigh… “No”, was the only answer I got.

Why was this making me so upset when I was planning to do the thing she just told me to do in the first place?

Probably because it was no longer my choice. Probably because I still expected some sort of resolution from the company that put me in this position in the first place.  And probably, most likely, because the agent made no effort whatsoever to empathize or even understand my situation.  She had likely been on the phone with hundreds of others just like me, but that doesn’t matter. To help me, she ideally should get try to find out more.

The rest of the conversation didn’t go so well, and more for the people who might be “monitoring and recording these calls for quality assurance” I did express to her just how let down and abandoned I felt.

Her, “well, you could just cancel this entire flight and rebook with someone else comment”, really set me off.  If I had any question before, there was no doubt now that her priority was to get me off the phone, not get me to Las Vegas.

Thing is, if, at 2 AM, she would have said, “I am so sorry sir, it looks like we won’t be able to rebook you on a flight to make your connection.  Can we look at alternate ways to get you to Charlotte, or maybe rebook you on another flight to Las Vegas altogether?”, this wouldn’t even be a blog post.

During the rest of the conversation, though, she made it clear that she was “over” dealing with people that she had to rebook.  I was likely not the only person who got a little upset, and wouldn’t be the last. At one point she even said that. “Sir, I just need to finish this so I can get to the other 1000 people that are waiting.”

Wow.

So I think there are two morals to the story.

  1. Word choice matters – especially when dealing with someone who you (or your company) had a hand in inconveniencing. A simple apology or acknowledgement (and willingness to take care of the situation) goes A LONG WAY.  I was ready to do EXACTLY what she was now telling me to do, but it was conveyed in an uncaring, almost combative way.  Even if she knew she couldn’t do anything but refund the unused portion of my trip, the slightest inkling to want to help would have changed the entire dynamic of the conversation.
  2. Take a break – Would it have mattered if I got this call at 2 or 2:15 AM?  Not to me. But I would imagine that the people overseeing the call center were adamant about clearing those call queues as fast as they could.  In fact, this agent may have been pushing HERSELF to the brink out of a sense of duty.  When we get pushed, or push ourselves, to our very outer limits, we can often do and say things we wouldn’t normally do. Taking a few moments to catch our breath or even expend some pent up anger can do wonders for your outlook.

Related – the topic of the “grumble station”, a spot for guest service personnel to safely and appropriately rid themselves of extra frustration-induced anger/energy, is outlined in The Myth of Employee Burnout.

As an update, I started writing this post before knowing that this situation was a result of a computer glitch with American Eagle affiliate PSA Airlines.  That being said, it’s understandable that agents would be getting pushed (and pushing themselves) to the limit to take care of their customers.  I think a little care for themselves would have made caring for their customers just a bit easier.

Thanks for reading!

Want to lead your teams better?  Invest in yourself!  Just two hours a month can yield INCREDIBLE results, if you spend those two hours the right way!

Learn more about POC’s Mastermind program for attractions leaders.

Gotta keep ’em calibrated

During a recent trip, I had a very interesting conversation with a friend who works in telecom.  He used to work in the attractions world, so he is still one of “us”!

He told me about something they do called a calibration meeting.  He works in quality control, and during the calibration meeting, everyone who works in quality control gets together to ensure that their interpretation of the rules and standards are the same. I thought this was brilliant.

Especially for a quality control department, if the view of quality is different, you have no control! In some ways, we ALL work in the quality control department.

We may call it something else, of course.  You may be an Operations Manager, or a Retail Supervisor, or an Accounting Lead, but our goals are all the same: produce a HIGH QUALITY product.

That product could be service to an employee or guest, a tasty funnel cake or accurate accounting methods.  In any case, you are responsible for QUALITY!

So it only makes sense that your vision of quality and your team’s vision of quality be the same. Calibrated, even.

Like you have heard me talk about before, that starts with your company values and goals.  But it’s not enough to know what they are, you also have to have a shared vision of what they mean, what they look like, and how they will be enforced.

And yes, I have encouraged many individuals and companies to define their values, determine what specific, observable behaviors indicate that those values are being “lived” (or not lived) and the steps to coach or discipline as appropriate.  In a way, this is a method of calibration, but I think we can take it a step further.

What this conversation with my friend taught me is that there is also an opportunity for those in charge (us) to more deeply examine the values and calibrate OUR vision of quality based on those values.  And not just our vision, but again, how we will enforce them.

How often, during a leadership meeting, for example, do we talk specifically about our company values, especially in the context of the leadership team being on the same page regarding what they look like and how they will be enforced?  If the answer is never or not much, you have the opportunity to be a little bit better calibrated.

And why would you care? If you have ever wondered why one department “gets away” with certain things that you vigorously enforce, a lack of calibration is why. Not only is it frustrating for you, but it’s also frustrating and confusing for your employees.  They see the result of the lack of calibration (and thus, consistency), and wonder why things are not the same between departments.

A “calibrated” leadership team shares a vision of the quality product they are producing and acts consistently while either recognizing or correcting value-based behaviors.

Let’s pause. Do you think your leadership teams are calibrated?

With all this talk of calibration it can be easy to think I am advocating for an almost-robotic approach to leadership.  I am not.  Any of these calibration discussions have to balanced with compassion and judgement.  That said, I think where the calibration discussion is a true benefit is that requires your actions be justified.  If you feel that a situation warrants an approach that is outside of the agreed upon calibration, fine.  But you better be able to make your case.  And your argument should not begin with, “we’ve always done it that way…”

If you can truly explain WHY your situation is different, I am sure the leaders around you will buy in.  It’s when we have no rhyme or reason, or we are acting out of insecurity rather than compassion that our actions could be questioned… and rightly so.

If you have a set of values or guiding principles, you CAN calibrate your teams to ensure those values or principles are being adhered to. Ultimately, calibration leads to consistency, and don’t all of your guests deserve a consistently HIGH QUALITY experience?

I thought so.

Thanks for reading!

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

If you are trying to calibrate your own leadership skills, might I suggest joining a mastermind group? I think it’s a pretty cool program, but don’t take my word for it, here is a recent graduate talking about the experience.

A failure of leadership

I’m not even sure where to begin.  Maybe, like my friend did with the story below, I will start at the end, with the lesson.

Good employees don’t just leave bad managers. Good employees leave when ineffective managers can’t handle or resolve conflict, nor stop an employee when their destructive behavior impacts the team.

Here we go…

A good friend recently took a new job.  I knew he wasn’t entirely happy at his old job, but I had no idea how miserable the work environment had become until tonight.  After a 2-1/2 hour Skype call, I had a better idea.

As my friend (we’ll call him Peter) started relaying the story, he said, “I’m going to give you the last page of the book first.  My boss failed me.  I actually think she failed the company as well.  There were things going on that she had the authority and responsibility to fix, but she didn’t.”

So I asked, “what was going on?”

Peter had hired a new person (we’ll call him Daniel) for his team who was highly intelligent and articulate, but came with some “communication issues” according to his old boss.  Peter was impressed by Daniel’s desire and drive, so he hired him.

Not too long after, Daniel’s communication issues came to light.  What Daniel’s old boss really meant to say was that Daniel was a manipulator and tended to pit people against each other for his own gain.  Not good.

About a year after Daniel was hired, a position opened up that would be a promotion for Daniel and would make him a peer with Peter.  Daniel and Peter talked about it, and Peter didn’t feel Daniel was ready and told him so. Peter explained that to be ready for the promotion, Daniel would need more experience in certain areas of the job, but Peter was committed to putting Daniel on a path to get there. Daniel was okay with that.  Or so it seemed.

Then, Daniel gets the promotion anyway without Peter’s knowledge. Peter later learned that Daniel had an offer letter for a job from another company, and while he can’t prove this beyond a reasonable doubt, he believed Daniel used that letter as leverage with Alicia (Peter’s boss) to force the issue. No other explanation was given, so that’s where it sat.

And this was just the beginning.

Daniel then started complaining to Peter (and everyone else) about the way Peter’s staff was treating him. His accusations were just believable enough at first that Peter took action and addressed his employees.  After a few (too many) times of this, Peter saw the pattern and stopped believing Daniel.  Daniel would also talk poorly about Peter to Peter’s staff and others, while continuing to play on people’s perception of what he said.  He would slightly alter his delivery or the emphasis of a message so that it left a lot open to interpretation.  When confronted about causing tension due to mixed messages he would skirt responsibility by saying, “that’s their perception, but it’s not what I intended.”

Then he would shrug his shoulders as if to say, “sorry, not sorry.”

And so it went on.  The trouble, Peter said, was that neither he nor Alicia saw Daniel for what he was right away.  It wasn’t until they started connecting the dots of various conversations and accounts that they realized just how much trouble and drama Daniel was causing.

Peter and Alicia both agreed something had to be done.  Peter didn’t shy away from the fact that he likely contributed to the situation by not recognizing what Daniel was doing and also by playing into it to some extent.  But the fix had to come from Alicia.  She oversaw both of them and it was time for her to make things right.

But she didn’t.  She allowed Daniel to continue with his antics to the point that Peter just couldn’t take it anymore, so he found another job.  Daniel still works there.

And this is what we mean when we say that good employees leave because of the inability of leaders to manage conflict, or to stop destructive behavior.  Alicia chose to look the other way and NOT address Daniel’s manipulation.

If we dig a little deeper, we might not be too surprised by Alicia’s actions.  According to Peter, she consistently avoided conflict and even reacted with nervous laughter anytime situations got remotely tense.  She also seemed to lack the confidence to stand her ground which led to waffling of opinions.  She would also then get defensive when questioned or challenged.

And by Alicia’s own admission, she rarely saw her boss.  Their biweekly one-on-one meeting was often cancelled and when it wasn’t, her boss was “on his phone” during a majority of the meeting.  To me, this is another failure of leadership, as he wasn’t engaged enough in Alicia’s performance to address her weaknesses and help her develop.

And because of that, Peter left.  But Peter wasn’t the only one.  Out of a 7 person team, 6 people have left or are leaving. Daniel is still there.

Should we be worried when good people leave?  Of course.  What this also shows us is that this can be a double whammy.  Ignore the bad behavior, and that’s all you’ll be left with.

If there is conflict on your team, you have to deal with it.  You might not resolve it 100% the first time you address it, but you have to take the first step.

If you don’t know how to deal with the conflict, the first step is to get help.  I’d be happy to assist, so contact me anytime so we can make sure this blog post doesn’t turn into your biography.

Thanks for reading!

Performance Optimist Consulting

matt@performanceoptimist.com

407-435-8084

I know you REALLY don’t want your employees to burnout this season.  If only there was something that could be done… oh wait…

Why you absolutely, positively do NOT need a leadership coach in 2018

In 2018, business is slowing down.  We’ve got more resources at our fingertips than ever, and we have the time to use all of them to their fullest.  You just got out of a meeting where your boss said your budget was increasing and was reversing the “we’ve got to do more with less” directive.

Your applicant pool is deep and wide, and you get to pick from the best of the best.  Your current staff is 100% on board and all working together to reach your company goals.  There is no in-fighting, no dissension in the ranks, no drama, no insubordination.  Everyone works as hard as they say they do, and appreciates the uncompromising efforts of their co-workers.

No one is thinking of leaving for a different job, especially you. You’re ensconced.  Your boss listens to you, your ideas are met with open arms and you know exactly what it takes to communicate effectively with everyone you work with.

Oh, and everyone has a Unicorn as a pet and lives forever.

How nice would all that be? Maybe a little boring if it were ALL true, but that seems to be the utopian image we get when we think about the perfect workplace.

Of course it’s not real.  But you already knew that.

There IS drama, in-fighting and people who don’t listen. We DO have challenges with budgets, staffing and keeping everyone on the same page… and it’s never ending.

Because you are a leader, a problem solver and person who by-golly gets things done, you have found ways to make the best of those situations.

But what about the stuff that slips through the cracks?  Doing “more with less” is a popular mantra that doesn’t seem to be going away. And who has to do more?  That would be you.

But that doesn’t have to mean failure, pain and heartache.  Quite the opposite, it can present untold and unthought of opportunities that could take your leadership performance and your business to the next level.  But only if you are willing to ask for some help.

One of my favorite quotes about coaching comes from my friend Mike Auman.  We worked together at Universal Orlando Resort, and he used to say: “how many professional sports teams have coaches?  All of them.”  Of course highly paid athletes should have their stuff together, but even they need guidance, encouragement and course corrections.  What makes us think we are any different?

In just the last few weeks, I have gotten a number of calls from people who needed a little help. Maybe not enough to sign up for a full 6 or 12-month coaching program, but just a little push to get them over the cliff, as it were.

Exhibit A: A guest experience director at a museum called because she had been assigned the task of improving the culture in her facility, and didn’t know the best way to propose her plan to her boss.  We talked about the best ways to connect the dots and actually work the process backwards for him.  She did it, and told me it worked like a charm.

Exhibit B: A guest services manager at a theme park wasn’t feeling the passion anymore.  He was afraid to start looking in other departments because he was afraid his bosses would take that as a lack of loyalty and try to block his move. Turned out the fear was on him… he was afraid to rock the boat.  Once he realized that he knew what he had to do. He is now seeking another position in a different department.

So now you can probably see that I don’t really believe the title of this post.  I do think everyone can use a little help now and then, and we shouldn’t be afraid to ask for it.  The number of CEO’s seeking the council of an executive coach is growing everyday.  Why should a lead, supervisor, manager or director be even different?  A case can be made that people on their way to a CEO position need it even more.

If you need some help and are willing to ask, here are some options;

  • Ask your manager – either ask them to coach you (more strategically than they may be right now) or ask them to financially support your desire to seek a coach from outside the company.
  • Seek out a mentor – generally someone in a different department or even from a different company, they should be a leader you know and respect
  • Enroll in a specific coaching programlike the options I offer, a more formal coaching program can bring you incredible insight from a trained and experienced coach who knows how to get to the heart of the matter to find the best solutions. The best coach for you will be able to understand what you are going through while being able to offer viewpoints that you wouldn’t be able to see on your own. I like to tell people that I (or any good coach) will provide an outsiders perspective with an insiders insight.”

If you agree with me but not with the title of this post, give me a call and we’ll see if we’re a good coaching fit.  One-off, 90 minute sessions are available, along with more in-depth 6 and 12 month programs.

Related: The Power of A Trusted Network (group coaching program)

Related: NEW Facebook Group: ALL CLEAR – Private Learning Community for Attractions Leaders

Thanks for reading!

Just like you DON’T NEED COACHING, you don’t need this book on SUPERVISOR DEVELOPMENT, either!!

 

The right tools build confidence

It snowed the other day.  Not a snowmageddon that has impacted other parts of the country, but even a little snow (with the accompanying ice) can have a crippling effect on transportation here in Western North Carolina.  Exhibit A: our driveway.

Top of the driveway, looking down

Bottom of the driveway, looking up. Yes, that is Irving the Gnome to the right! #irventures

The next day, I went out to clear the snow off the pavement so the sun could do it’s job and melt the ice underneath.  It may be hard to tell just how steep the driveway is from the pictures, but remember this is what our neighbors call “The Beast”!

As I was shoveling, I was also slipping and sliding down the driveway because of the ice.  Then it hit me.  We have clamp-on spikes for our shoes!!  We hadn’t needed them yet since we got them 2 years ago, but now by golly I was going to put them to use!

I went back up to the garage, slipped on the spikes and walked back down the driveway… confident that I wasn’t going to fall. I was still careful, but every step I took was solid and stable, even on the steepest, iciest patches.  I finished off the driveway with relative ease, and thought about how this experience relates to leadership.

Having the right tools and knowing how to use them makes us more confident.  With the spikes, I could concentrate more on my shoveling, instead of trying to avoid toppling down the hill.

Think about a leader who is unsure of how to handle a situation.  Maybe there is bad news to deliver to the team, and they are ill-equipped to convey the right message in the right way.  The leader fumbles, stammers, and conveys little assurance that they know what’s going on, or that they have the teams’ back.

Their team gets confused, upset, rebels or shuts down, and the leader is left picking up the pieces and wondering what went wrong.  All because they didn’t have the right tools.

In this case, a tool might be information… maybe the leader didn’t truly understand the message, so they weren’t sure what to say.

Another tool could be a communication technique… as things spiraled out of control in this meeting, you can almost hear the inexperienced leader say, “I know, I agree with you. I don’t know why we have to do this, either.”  Knowing, from experience or though guidance, mentoring or coaching, that this is not the right approach, could have driven this leader to more diligently prepare, which would have built up their confidence so that the out-of-control spiral would have never started.

One last tool in this situation that could have bolstered confidence could have been meeting management techniques.  Setting the right mood and expectation through pre-work, your agenda and overall demeanor before and during the meeting can go a long way in preventing the above derailment.

So the questions you have to ask yourself are:

  • What tools do I need?
    • For example: Communication strategies, delegation, managing up, time management, admin/tech skills, planning, etc.
  • How can I learn to use these tools?
    • For example: Talk to your boss or peers, a coach/mentor, books, articles, videos, online courses, in-person courses, podcasts, etc.

Related: Nothing Happens Without Confidence

A few weeks ago, a Guest Services Manager from a museum called me.  She had been put in charge of turning around the guest service culture in her museum, but she needed to communicate her plan to her Executive Director who was a big picture thinker.  We talked through a possible approach (the tool), and that discussion gave her the confidence to go in and explain her approach and what she would need.

She later told me that the approach worked like a charm, and things are moving forward.  I would say it was her approach in addition to the confidence she showed when she explained her approach.  It’s all connected.

The tools you need will vary by situation and your role within your organization.  Wherever you are, be diligent about getting the tools you need so you can confidently move forward, lead your teams and make a positive impact.

If you need help figuring out what tools you need or how to use them, I’m happy to help. Feel free to give me a call!

Thanks for reading!

matt@performanceoptimist.com

407-435-8084

“Hey Matt! I wanted to let you know I loved your book (ALL CLEAR!)!! There are a few things in there I have experienced myself, and others I haven’t even thought about! Very good read! You’ve given me my goal for this next season of helping to develop more leadership skills and mindsets in my team!”

Adam Woodall – Holiday World and Splashin’ Safari, IAAPA Show Ambassador

Purchase your copy here!

 

 

3 Questions Live – Episode 3

Here we are again, with another episode of 3 Questions Live!  This is where I will answer 3 questions from you and ASK 3 questions that I would like for you to answer.

In this episode, I answer the following questions:

  1. How do you convey to a new leader that their role is not just about wearing a different colored shirt?
  2. How do you get respect from your leaders when they discount your ideas for being a “millennial”?
  3. How do you get respect from peers after a promotion, especially when one of them was up for the same promotion you got?

If you have thoughts or comments on any of these topics, I would love to hear your perspective as well!

My 3 questions for you are:

  1. How often should we do formal evaluations?
  2. What are the best ways to teach leadership skills?
  3. What are some of your favorite books, podcasts or resources that provide great insight?

Please enter your answers to the above questions, or your questions for a future episode in the comments below, or email me at matt@performanceoptimist.com.

Looking forward to your input!

Thanks for watching!

Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK – “ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available NOW! (and makes a great gift!)

Use the coupon code POC10 for 10% off! Valid through Dec. 31, 2017!

Trying something new!

Many of you have seen my #3Questions video series. If you haven’t, it’s an interview series I did where I would ask 3 questions of a guest and they would ask 3 questions of me. The guests I had were INCREDIBLE, and I want to thank them again for their time and willingness to share.

For the fun of it, decided to change up the format a little to challenge myself and to get even more people involved.

So… #3Questions LIVE was born.  I’ll explain more in the episode below, but long story short, YOU are now the guest.

Here are the questions I answered in Episode 1:

  1. Was Renegade really the best coaster on CNC 17?
  2. What advice do I have for someone who wants to write and speak?
  3. How do I get a job with Universal or Disney?

And here are the questions I have for you:

  1. How do you deal with “difficult” employees?
  2. What is your best advice for new leaders?
  3. What is your favorite coaster, attraction, exhibit, or haunt?

You can respond in the comments here, on YouTube, or email me: matt@performanceoptimist.comYou can also submit YOUR questions for me to address in another episode.  

Thanks for watching, listening, and participating!!!

Founder – Performance Optimist Consulting

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

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Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK“ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available for PRE-ORDER through Nov. 10!

 

 

 

Will you suffer from FOMO at IAE17?

FOMO – You know, that nagging feeling that something cool is going to happen and you’re going to miss it! 

Fear Of Missing Out.

And with the IAAPA Attractions Expo in Orlando just around the corner… the FOMO is REAL!

So much to see, so much to do!  But where do you start?  With a plan.

If you are looking to take on some new knowledge, here are some of the educational opportunities I HIGHLY recommend!

For the full list of educational sessions, click here!

And if you miss a cool exhibitor (like my friends below), the FOMO will be unbearable!

Okay, seriously. Missing out on these last two things (not specifically IAAPA related, but still not to be missed!) SHOULD be keeping you up at night!

Just say NO to FOMO!!  Get involved and take it all in!

I’ll be there all week (tip your bartender!). Give me a ring at 407-435-8084 if you want to meet up!  Can’t wait to see you all!

Founder – Performance Optimist Consulting

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

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“You should be a counselor.”

That’s what a friend said to me recently.

“You should be a counselor.”

What’s interesting is that I have heard that a number of times over the last few months from people I don’t normally work with.  This last time was just a few weeks ago.

Some friends from high school and I got together at a buddies lake cabin for a guys weekend. One friend and I sat down to have lunch one day and started talking about business.  He’s a business owner and he started sharing some things that had been going well and some things that had not been going so well.

I listened, asked some questions, and offered my perspective on a couple of his points. We spoke for about an hour and then he said, “man, that felt like therapy! You should be a counselor.”

I share this story for 2 reasons:

  1. If you are in a similar spot as my friend… maybe you’re stuck in a rut, or are looking to take things to the next level, but don’t know where to start, give me a call.
  2. This experience really solidified for me that if your personality, purpose and passions are fully aligned with what you do as a profession, work is no longer “work”, but an extension of your natural behaviors.

That second point really hit home because this conversation was not planned. We didn’t schedule a coaching or counseling session, we were just talking. But when my friend shared that something was bothering him, my mind immediately jumped to “helping” mode.

“How can I help him?  Or how can I help him help himself?”

And my PURPOSE, I believe, is to help people. It’s even in my tag line- Helping Leaders Lead. I learned early on that my greatest joy came when I could help other people be successful.

My PASSION is people (and the amusement park industry, of course!). I enjoy meeting people, hearing about their journeys and learning from their experiences. I could also talk for days about roller coasters, but that’s another story for another time.

And my PERSONALITY lends itself to serving my purpose and passion. I like having (and instigating) fun, but also enjoy listening to others, analyzing situations, and trying to connect the dots.

If your work is enjoyable and feels like a natural extention of what you do, there is a good chance your 3 P’s are in alignment.

Congratulations!!!

If that’s not the case for you, try this:

  • Passion – what do you care about? What do you go out of your way to learn about, or be involved with?  What are you constantly looking for or are aware of – no matter where you are? At a flea market recently, I found a tiny little toy bus that said Six Flags on it. It caught my eye right away and I had to have it. The people I was with said they never even noticed it. Probably because that’s not what they were looking for.  
  • Purpose – this is a big picture question… do you help people, build things (I.e. houses, roller coasters or kitchen cabinets), do you solve problems, do you communicate well or do you enjoy inspiring others? This is not an exhaustive list of “purposes”, but will hopefully give you an idea of what to ask yourself.
  • Personality– when are you at your most comfortable or productive? Are you on a stage, in an office or on a job site? Are you working with others or by yourself? Is the work largely cerebral or physically active? You can answer affirmative to more than one, and that’s okay. That means you can exist and thrive in many environments.

So if you are in a rut, trying to take things to the next level, or need help aligning your 3 P’s, give me a jingle.  We’ll see if my friend was right! :o)

Thanks for reading!

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

A bunch of Supervisors from Silverwood Theme Park went through the Myth of Employee Burnout Training Program – here’s what they had to say about it.