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…

Time management versus adding staff

I’ve recently started working with a new client, and have been conducting “discovery” calls with some of their management team members to assess their challenges and how I can best help.

Out of the 7 people I spoke to, all but one mentioned the same challenge. Time.

Time in the day to balance all of their tasks.  Somedays it would be great to have another “me”, they said.

I’m sure we’ve all been there, but what struck me was the consistency of this feedback among the people I spoke to.  6 out of 7.  Too much to do and not enough time. And they said that this was one of the things they all complained about when they got together, so it goes deeper than just this 6.  Hmmm…

So as I am hearing this I am noticing a trend.  This isn’t just one person that is feeling overwhelmed, it’s looking like the majority.  So my curiosity is piqued.

Do they need better time or action management skills, or is it time to expand the staff?  How do you know?

No, I’m asking.  How do YOU know?  We’re all trying to do more with less, but when does that reach the point where you are no longer effective because the demands of the job become unreasonable?  What measures do you look at to determine if spending more time or money up front would actually SAVE you money or allow you to MAKE more money as a result?

How many of you have felt this way… you’re just glad you made it through the day and that the facility didn’t burn down?  Many of us consider ourselves firefighters, putting out one fire as you wait for another one to flare up. We tolerate lower guest service levels because we just don’t have the time, staff tor resources to properly train and coach our frontline employees.  Something has to give. Budgets?  Nope.  Ordering supplies? Nope. Dealing with angry guests? No, but…

Couldn’t we reduce the number of angry guests if we had more time to train and coach our frontline employees?  And don’t angry guests impact our reviews which drive repeat and new visitors?

I think this is where we get into a bit of a catch-22. You know, “a dilemma or difficult circumstance from which there is no escape because of mutually conflicting or dependent conditions.”

Are we not CAUSING the angry guests (or at least lack-luster service) in some cases because we have cut our staff or training budget?

Speaking of your staff, have you noticed that they need and crave more of our time than ever? This is not a condemnation of the younger generation, it’s a fact across all levels of employees.  Yet, with tighter budgets and fewer resources, many managers find themselves with less and less time to spend with their team, having to dedicate a huge chunk of their day to meetings and admin work.  When I talk to people about coaching their employees, they are all for it, but then ask, “when am I supposed to do that?  I barely have time to walk by and say hi, let alone spend time actually observing their performance.”

I’ve always said that eventually we would hit a tipping point… where the more-with-less mantra would cease to be effective because employee performance would dip to the point of unacceptable.  Funny thing is, in many areas it has (how many times have YOU complained about the state of customer service today?), but no one wants to blame the more-with-less initiatives.  It’s got to be the employees fault, right?

If I had a nickel for every time a manager complained to me about their employees not interacting with guests, I’d need a few semi trailers to hold all those coins.  Here’s the catch-22.  So much of our training has either gone online, on a mobile device, or we’ve cut back the hours because we don’t think our employees have the attention span. So when are we teaching them guest service and interaction skills?  Oh right, their manager is supposed to teach them when they get to their jobs but wait, they’re in a meeting or putting out another fire.

SOAPBOX MOMENT: Regarding shorter training times… if someone is falling asleep in your session or it appears their mind is wandering, it couldn’t be because you’re delivering the material in a lackluster, boring way, could it?  No, it has to be their nano-second attention span.  If they aren’t engaging, change up what you are doing so they WILL engage.  Getting through it faster won’t help.

This is precisely why I made the decision to not make the Myth of Employee Burnout Supervisor Training program available as an app or an online course.  To learn to lead you have to get in there, mix it up, talk to people, make some mistakes, put your ideas out there…. and this takes TIME!  Leadership is a full contact sport… one that you cannot learn by looking at your phone. But I digress…

So I’ll get back to the original question… how do YOU know when it’s appropriate to polish up your time management skills or add more staff or resources?  Would love to hear your comments below!

Thanks for reading!!

www.performanceoptimist.com

No catch-22 here! :o)

 

Even new hires at TSA want to do their best

We’ve all heard the horror stories and jokes about TSA agents. Some of the ridicule and criticism is warranted whether on an individual or organizational level, some is not. One thing you can’t argue from a recent experience that I had… even TSA new hires have a desire to do their best.

The other day there were two trainees at my home airport in Asheville, NC. I could tell they were new right away because they both wore white, button-down shirts rather than the typical blue ones.

They were also behaving a little different than many TSA agents… they were smiling, friendly and attentive.  They were a little timid in their duties as their trainers looked on, but they seemed to be getting the hang of things. I saw one of them ask his trainer a procedural question, trying to understand the finer points of his new job.

Why are these observations so important?  Because jokes and criticism aside, these two were in it to win it.  They had undoubtedly heard about the bad reputation TSA had, yet still chose to seek employment there.  Maybe they would be the agents of change that would turn around the entire agency.

Or, in a few short months, maybe they will be just like most of the people we have come to expect who are checking our ID’s and boarding passes… gruff, unfriendly and unhelpful.

(I’m just going to leave this right here.)

(To be fair, not ALL TSA agents are gruff, unfriendly and unhelpful… the ones in Manchester, NH were very friendly today, but they are not the norm in my experience.)

But here they are as new hires, bright-eyed and bushy-tailed, ready to take on the world.  Sound familiar?

In any job, new hires are generally engaged and ready to impress.  Their purpose is easy to identify and articulate… to learn their job and make a good impression so they can KEEP their new job.  Once they have accomplished that, then what?

They need a new purpose. But sometimes they don’t find one. And that’s our fault.

Once someone moves on from the honeymoon phase of a job, they need new challenges and to be reminded of how they fit into the big picture. To this point they have just been trying to fit in, now they need some context.  Sure, in orientation we talked about the company values and goals, but honestly for a new hire those don’t mean much until they see them in action.

Which is why, when I work various parks and attractions, one of the first things I ask about is their values.  Do they have them (most do) and what are they doing with them (some a lot, some not much).

Sometimes it’s that a company will have a set of values, but they only reside on a poster in the training room.  No one really knows what they are, what they look like, or as leaders, how to role model and enforce them.

So when I think about these TSA trainees, I wonder which set of values they are being exposed to after the initial training period.  Will it be the ones they talk about on the website: Integrity, Innovation and Team Spirit?  Or, will it be what the tenured agents have told them and demonstrated the values to be… gruff, unfriendly and unhelpful?

I don’t think ANY employee at ANY job starts off with the intent to be mediocre or to live a set of underwhelming values.  But if we don’t actively model and enforce the right values, who knows where that journey will take them?

Thanks for reading!

Want to train your SUPERVISORS to role model the right behaviors so your new hires don’t fizzle out?  We’ve got just the thing…

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!

 

 

Why you should remove the word “millennial” from your vocabulary in 2018

I’ll admit, 10-15 years ago, I was kind of naive about how business worked.  I am happy to say I’ve learned a lot over the years, and while still optimistic, the naïveté has tapered off.

In 2003, I picked up a book called “Employing Generation Why” by Eric Chester.  At the time, I thought it contained some really helpful and insightful information about dealing with the new generation of younger employees entering the workforce. And here’s where the naïveté comes in… I thought people would read this book (or ones like it), figure out the “generations” quagmire, develop some best practices and move on. I really thought once we figured this out we wouldn’t have to talk about it any more.

Boy, was I wrong.

Fast forward to 2018, and we are still having the same conversation about ‘millennials’ that we were having in 2003 (and even before). If history, and the lessons I’ve learned over the last 15 years are any guide, I think the reason were still have the SAME conversation is that it is the WRONG conversation.

We keep talking about the differences between generations.  Gen X does this, milennials do that. We study the years people where born and the significant world events that likely shaped their way of thinking.

Unfortunately, while this type of conversation makes us feel better about our own generation, it does nothing to help build relationships.  It allows us to be stuck in the mindset of “my generation is better than yours” . Na, na, nah boo-boo!

We also then start to stereotype.  Once we put a label on someone, we feel like we know something about them and how they behave, so we adjust our behavior accordingly. Problem is, when you stereotype (based on ANY label) you risk alienating people based on your biases and assumptions.

Don’t get me wrong, there are differences in how people of different ages behave and view the world, but those differences exist with people of the same age, too.  Putting people into generational boxes is NOT HELPING.  That’s why I implore you to remove not only the word “millennial” from your vocab in 2018, but all the useless generational labels that are currently in vogue.

Baby Boomer.  Generation X. Tranditionalists. The Greatest Generation. Generation Y. iGen.

They are all equally useless. And, by the way, made up.

There is no official entity that tracks generations. The categorization of generations was made up by authors, management gurus and consultants as way to sell books, management practices and training programs. And it worked, too, because people inherently wanted to make sense of something they couldn’t understand. But we went about it in completely the wrong way, which is why we’re still talking about this today.

My mantra when it comes to exploring differences in generations in the workplace is two fold.

  1. Get over it. 
  2. Deal with it.

Get over your preconceived notion that there are these massive gaps in understanding among people of different ages.  We all want to be loved, cared for, and to provide value.  We also all want to be connected to the outside world, and phones are not the only culprit.

Once you make the emotional decision to get over it, to stop dwelling on it, to realize that you just have to deal with reality, then you can do something about it… you can DEAL WITH IT!

How do you deal with? By getting to know your employees.  By being diligent about teaching them how to be good employees. By understanding that young people (no matter when they walked the Earth) need guidance and encouragement, not a lecture about how you walked up hill to school with no shoes.

By the way, I’d like to know exactly when we started thinking that a 15-year old was going to come into the work place with the same skills and work ethic as a 30-year old?  That’s what it seems like we are expecting when we complain about “kids these days” always being on the phone and not wanting to work.

As I said above, we all want to be connected to something, so why not get your employees connected to your business? Instead of complaining about the phone, give them a reason to not be on it (and it’s not just a policy).  Provide a compelling reason for them to concentrate on the work you need them to do and they will stay off their phone.  They go to the phone because they are bored, and that’s because WE haven’t given them a reason to care about what they are doing.

That’s part of dealing with it… by not just accepting the status quo. Maybe the positions and jobs you have someone doing are outdated? Maybe you need to provide more options for input and self expression?  That has to be monitored, and is more difficult than assigning a script, but maybe that’s what needs to happen to engage your employees and keep them off their phones?

My friend Josh Liebman tells the story of when he worked at Cedar Point, and most of the attractions had automated spiels.  Great for consistency, not so great for encouraging the employees to have fun.  They then decided to allow employees to make the spiels live and put their own spin on it… they had fun, added in some coaster trivia and other fun facts, and the guests loved it.

That’s probably why a fews years ago I heard an attendant at Gemini doing the safety spiels as Cartman from South Park. It was hilarious.

I don’t think that kind of service or experience happens when we put each other into generational boxes. I don’t think it happens when we stereotype and treat the majority based on the actions of the minority. I also don’t think it happens if we don’t get to know your employees and find out what their particular strengths and struggles are.

That’s your job as a leader. And if you want to know what your employees want or need, ask them. You won’t find a better resource for what will make them outstanding employees.

Related: Adam Conover – Millennials Don’t Exist

Thanks for reading!

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!

“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

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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