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!

 

 

 

“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.

 

This story just keeps getting better

Stop me if you heard this before… Sara was trying to figure out if she should hire a sales manager or not.  If you missed that story, click here for the details.

If you heard that story, you know that Sara, with the help of her Mastermind group, ultimately decided to hire a sales manager rather than try to spoon those duties onto her already-full plate.

While that story was really about having a trusted group of peer advisors, that wasn’t the end of the tale.

After I published that post, Sara emailed me to tell me that the person they hired is really working out well… he’s full of energy, has tons of creative ideas and fits the team and culture beautifully.

Then she dropped the hammer.  In addition to all that, attendance is up 34%.

Um.  Okay.  Wow.  How’s THAT for return on investment?

Of course there are many factors that could impact this bump in attendance. The park did debut a new attraction, so that has to be figured in.  Even with that, Sara is pretty confident that their sales guy has had a significant role in their success.

And maybe even more importantly, he has taken a huge burden off of Sara’s shoulders.  She is now free to deal with the 9,073 other things on her list.  That story of the ROI is a little less straightforward, but there is no denying his impact beyond the sales department.

What decisions are you wrestling with?  What would it mean to you to have a group of people in your corner whose sole purpose was to help you succeed?  If you would like to learn more about the Mastermind process and how it helped Sara, give me call (407-435-8084), send me an email or click here for more details.

Thanks for reading!

www.performanceoptimist.com

Do you NOT play well with others??  Maybe individual coaching is more your speed.

  • Personalized program
  • Transform your leadership
  • Uncover unknown potential

 

Visiting 7 amusement parks in 7 days taught us…

CNC17 (Coaster Nerd Con) is but a memory (and a bunch of Facebook posts), but the lessons learned still linger!

For those who like data, here are a few things to chew on:

  • Number of rides and coasters ridden: 52 rides on 27 coasters
  • Number 1 coaster of the trip (IMO) – Renegade at Valleyfair (especially in the rain at night!) Super fast, lots of airtime, and out. of. control.
  • Total length of all coaster track ridden: just over 28 miles
  • Day 1 of trip in MN – 59 degrees
  • Day 7 of trip in TX – 95 degrees (biggest temp swing on any CNC trip)
  • Total driving miles: just under 1300 miles

So what did we learn?  As I mentioned in my last post, we observed that an old concept is still true: the parks with the more visibly engaged management teams also had the best performing employees.

And the parks where this was most evident were Adventureland, Six Flags Fiesta Texas, and Silver Dollar City*.

I put an asterisk by Silver Dollar City because while we did see engaged management, there was something else going on there.  Something beyond employees and managers and good guest service.  At SDC, it wasn’t about a theme, it was about a lifestyle.  There was something so genuine about the experience that you didn’t feel you were in a “park”. It’s more like stepping into another time and the people aren’t employees or cast members or actors playing a role, this is who they are.  And for many, this is absolutely true.  For the craftspeople and artisans that line the foot trails, this IS their life.  And others around them embrace it.  I didn’t feel like anyone was putting on a “show” (unless they were literally part of a show) but that they were just living their lives and we had been invited to be a part of it.

While you can’t replicate that kind of atmosphere everywhere, you can replicate the genuineness that people display.  Whether you run a museum, zoo, theme park or FEC, allowing and encouraging people to use their talents and creativity on the job generally leads to higher satisfaction levels for both employees and guests.

Here are some things we oberserva-learned (made that up) during our trip:

  • Valleyfair – speaking of letting people be creative, there is no better way to stifle that creativity than to surrender your safety spiels and announcements wholly to an automated system. Luckily, Valleyfair balances this pretty well.  On many rides, we heard operators using the theme or name of the ride in their speils.  On High Roller (roller coaster), the operator would say, “enjoy your ride on the Hiiiiiiiiiiiiiiiiiiiiigh Roller!” – and they would hold that out until the last car left the station.  At Renegade, they said “Yee Haw” as you left the station.  In both cases, guests were playing along, which enhanced their experience.  You can’t do that with a recorded speil that says the same thing every 45 seconds.  People tune those out.
  • Nickelodeon Universe – It was hard not to be nostalgic both here and at Valleyfair, since I had worked at both places. At NU though, the changes over the years not only included new rides and attractions, but a new name, brand and theme.  When I was there is was Knott’s Camp Snoopy, and it was themed to the woods of the upper mid-west.  It was cool and quaint and really neat.  And while there are some elements of the old park still there (like home plate from the old Met stadium), there are also LOTS of new things to dazzle the kiddies and extend a stay at the Mall.  And that’s when the “don’t do what you’ve always done” lesson kicked in.  It would have been neat for me to see the park exactly as it was when I worked there, but that would have been bad for business (most notably since the Knott’s name was no longer able to be used!).  For any business to survive, they have to change, grow, and adapt.  And that’s exactly what has happened.  The park has evolved to offer new and fresh experiences that keep people coming back.
  • Adventureland – This was our first visit, and boy were we impressed.  We enjoyed the mix of rides, the cleanliness of the park and the friendliness of the employees. It really shows that you don’t need a Disney or Universal sized budget to provide a great experience and excel in all areas of operation.  It just takes a commitment to quality and knowing who you are so you aren’t trying to be something that you’re not. PS – Petunia the Pig says hello!
  • World’s of Fun – Despite the rain (and it RAINED!), we had a great time at World’s of Fun! This was largely due to our tour guides, former IAAPA Ambassador and friend Deborah Burnett and her roommate Koen.

    Just before the deluge!

    They both have a deep love of the park and it’s history, and it was so fun hanging out with them and hearing their stories.  What this reiterated to me was that enthusiasm really is contagious, and that a positive attitude can make even a rainy day at an amusement park a fun and memorable experience.  Don’t let others, or the conditions of your situation, stifle your natural enthusiasm about something… there are others who need to see your example.

  • Silver Dollar City – See above! Oh, and do the cave tour.  It rocks.
  • Six Flags Over Texas – File this under, “you may not think people notice, but they do!”  Okay, so we rode The New Texas Giant a bunch of times on this visit.  A bunch. When we rode it first thing in the morning, there was a young lady with red hair at the controls, and she was there just about every time we rode. Toward the end of the night, she was still there, however this time she was on the load side of the platform where we could talk to her.  As we entered the station, she smiled and said in a humorous way, “oh you guys are back?  Going to the front seat again?”  Apparently, we made an impression – and were predictable! The point is that while I could see her diligently watching the ride when at the controls position, it hadn’t dawned on me that she was actually paying attention to us – so much so that she remembered us and where we sat. Thinking back to my operating days, this really shouldn’t have come as a surprise.  I remember when the same people would ride over and over and again, and it was fun to interact with them.  This also proves that as a leader, people are watching you, too. Your employees, guests, managers and peers – they all notice what you do, even if you don’t notice that they’ve noticed.
  • Six Flags Fiesta Texas – this is where the “visible management = better performing employees” really came to life.  While at the park, we had the great pleasure of getting to hang out with Park President Jeffrey Siebert, Director of Marketing Ron McKenzie, and Admissions/Waterpark Manager Josh Parisher.  And while a bunch of the time was spent geeking out and talking “theme parks”, we also got to observe these three in their natural habitat… talking to guests and employees, picking up trash and setting an incredible example for employees to follow.  One of the first things Jeffrey did while walking us through the park was to straighten a trash can on the walkway.  I found myself later wanting to do the same thing, almost as if I had stepped back into my management shoes and was suddenly responsible for such things.  But what was most impressive was how each of them, at different times, broke away from our conversations to address an employee, usually by name, and genuinely interact with them for a few moments.  We could tell by the employees’ reactions that this seemed to be a pretty normal occurrence, that talking to the upper management was not out of the ordinary. There were genuine smiles and conversations that only happen when a trusted relationship had been established. We also saw this when we weren’t with these three.  By and large the employees were friendly and efficient, and absolutely added to an outstanding overall guest experience.

A quick recap:

  • Find ways to let your employees use their creativity
  • Honor the past, but don’t get stuck in it
  • Budgets don’t determine quality, your commitment does
  • Let your enthusiasm be contagious
  • Be genuine, be who you are, know who you are
  • People notice what you do
  • Visible management = better performing employees (bonus – it all starts at the top!)

For some of you, there could be a few “A-HA” moments in there that you can work to implement.  For others, this may be validation of current practices.

For those of who KNOW this stuff but for some reason aren’t doing it, I challenge to think about why.  Is it you, your team, your company?  What is standing in the way?  What will it take to knock down the roadblocks?  Sometimes it can be hard to identify specifically what’s holding things back.  Let me know if you need some ideas about where to look.

Our itinerary for CNC18 is already in the works! Stay tuned for where we will go (and what we will learn) when we venture out next year!

Thanks for reading!

NEWS YOU CAN USE!!

Did this post get you thinking about how to develop your own leadership skills?  How about the skills of others?

For you:

Attractions Mastermind Group – a small, trusted group of peers who meet regularly to discuss issues and support one another

For your team:

The Myth of Employee Burnout Supervisor Training Program – self-guided 8 week program that helps leaders build skills, relationships, and avoid burnout!!

Call me a coaster nerd, I really don’t mind

It’s time.

Yes, it’s time for CNC17 (coaster nerd con), where two buddies and I descend on one particular area of the country and begin an epic roller coaster road trip.  This year’s trip will kick off June 24th in Minneapolis.

Our final stop on CNC16!

This year, it seems like every stop is EXTRA special:

Here is our route in case you want to follow along or if you are ON the route and want to say HI!  (We do allow tag-a-longs, as long as you are willing to ride the coasters over and over and over again!)

And you can bet your sweet bippy that we’ll not only be evaluating the airtime and lateral G’s on the coasters, but we’ll also be making notes about guest service, food, cleanliness, etc.  In other words, the whole enchilada (and maybe one of those, too)!

While I’m gone, I have an assignment for you.  Take a good look at you and your leadership team.  What do you need?  What will help take you or your team’s leadership to the next level (or just help you get through the season)?

If it’s something I offer (like the list of links below), give me a shout and we’ll chat! Even if it’s not, let me know and I will help you find the resource(s) you need.  That’s how I Help Leaders Lead!

See you on the midway – thanks for reading!!

DON’T LET YOUR EMPLOYEES BURNOUT THIS SEASON!!

You can prepare your supervisors to identify and eliminate burnout before it happens – but you have to start NOW! The Myth of Employee Burnout Supervisor Development Program was designed with your busy schedule in mind!

“I am super excited about the Myth class. I have noticed a marked improvement in my supervisors who took the course. Their interactions with the employees they supervise have improved. They have a sense of purpose and belonging. The time spent in class definitely advanced their skills to the next level.”

  — Sam Gage, Director  of Operations, Silverwood Theme Park

Click here, or the picture below to learn more!!

 

AIMS Communication Review – Part 5

Welcome to the final installment of our AIMS Communication Review series.  In case you missed the first 4, here ya go!

AIMS Communication Review – Part 1

AIMS Communication Review – Part 2

AIMS Communication Review – Part 3

AIMS Communication Review – Part 4

And, we’re off…

Biggest communication struggle: When I need to council or discipline

Nobody likes to hear that they screwed up or could be doing better, right?  Not so fast.

It’s usually not the message that people object to, it’s the way the message is delivered. Ergo, “don’t kill the messenger.”  Since we are the messenger, it’s in our best interest to develop some survival skills.

First and foremost, we must not look at these situations as adversarial.  You know, us vs. them.  It’s our job to help our employees get better, and that means that we sometimes have to correct a behavior or action.  We may also have to document that behavior if a policy has been violated.

When it comes to having the conversation, your opening and the words you choose can set the tone for the entire experience.  Here are some examples:

“Karen, I can’t believe you got another guest complaint.  Your attitude is really slipping.  I had such high hopes for you in the beginning of the season.”

–OR–

“Karen, thanks for coming in.  I wanted to talk about some of the recent guest complaints that have come in, specifically the ones that mentioned you.  What can you tell me about those situations?”

The first one is very accusatory, and doesn’t give Karen much of a chance to tell her side of the story.  In fact, I could see Karen getting very defensive, which wouldn’t be very productive for the conversation.

What was different about the second one?  We acknowledged Karen’s willingness to participate, stated what we wanted to talk about, then immediately gave Karen an opportunity to share her perspective.  By approaching this as a way to help Karen, we are setting ourselves (and Karen) up for a much more meaningful and effective conversation.

Sometimes, even after the best opening, an employee could still try to deflect the blame on to someone else.  I’ll bet you have all heard things like:

“What about Jeremy?  He’s been getting guest complaints, too!”

“Really?  I wasn’t even trained for that position.  How could I be expected to know what to do?”

“It’s not my fault, we didn’t have the tools needed to do the job. Weren’t you supposed to get those for us?”

…and the list goes on.

The goal, of course, is to steer you away from the topic and place the blame elsewhere.  But you won’t be falling for that because you prepared for this conversation.  You thought of some of the objections or roadblocks the employee might throw at you and were prepared with a response.  For example:

“What about Jeremy?  He’s been getting guest complaints, too!” “We’re not talking about Jeremy, we’re talking about you.”

“Really?  I wasn’t even trained for that position.  How could I be expected to know what to do?”  “I’ve seen you in the position many times, and I know that Grant trained you.  You’ve actually done it very well in the past.”

“It’s not my fault, we didn’t have the tools needed to do the job. Weren’t you supposed to get those for us?” “Actually, yes, and they arrived last week. I saw three of your co-workers using them the very next day.”

Certainly your answers will vary based on the situation, but the point is to be prepared by taking the time before the conversation to think through some of these scenarios.

Biggest communication struggle: Don’t always relay the intended message

When hearing this, my first question is: how do you know?

Did someone not do what you asked them to do?  Did they badger you with follow-up questions that they should have known based on what you said?  Did you hear them relaying your message to someone else and they missed the mark?

If you do know that you haven’t relayed the intended message, there are two places to look: at you as the message originator and the other person, as the message receiver.

Here are some questions to ask about YOU:

  • Do I fully understand the message?
  • Have I taken time to explain all aspects of the message?
  • Have I made any assumptions about the message receiver (i.e. word choice, previous knowledge or experience)?
  • Have I emphasized or prioritized the most important parts of the message?

And also some questions about the RECEIVER:

  • Are they ready, willing, and able to receive the message?
  • Do they have any preconceived ideas that would cloud the message?
  • Have you had successful communications with them in the past?  If so, what made it successful?
  • Are there, or will there be, distractions that take away from the delivery of the message?
  • How will you check for understanding with this person?

That last one is pretty powerful… if you THINK there may be a discrepancy, how will you find out before it’s too late?  There are a number of ways to check for understanding or comprehension.  After you have relayed your message, you could ask:

  • Does that make sense?
  • What questions do you have?
  • How would you explain this to someone else?

Each of these offer a different level of feedback regarding their comprehension.  The first may just be a head nod.  Okay, they think they get it.  The second allows them to clarify anything they don’t get, but they may not know what they don’t know.  The last one allows you to hear, in their own words, how they would relay this message to someone else.  This should let you know if you are on the right track with that person or not.

Biggest communication struggle: Accepting change

For the last one of these that we’re going to tackle, this is a doozie.

Change.  Wow.  Okay.

Speaking from personal experience, I can tell you that not all change is created equal.  Some change is easy to deal with and accept, some is not.  Let’s start there.

Change that is easy to accept is usually change that we initiate or immediately agree with.  I’m guessing that the person who submitted this was not having trouble accepting changes that they suggested, so…

On to the changes we that we didn’t choose, don’t agree with or don’t understand.

  • Sometimes we resist change because we think the change will harm us.
  • Sometimes we resist change because we think we won’t be able to keep up (although we rarely admit this one)
  • Sometimes we resist change because we can’t see what the true outcome is going to be (so our mind automatically goes for the worst case scenario)
  • Sometimes we resist change solely because of the person who suggested it

That’s a lot of reasons and ways we can resist change. Ultimately these all stem from our comfort zone, which isn’t necessarily a bad thing.  We create our comfort zones for survival, to put us in a confident position to deal with whatever comes at us.  They really are a way for us to protect ourselves.  The problem is when you get stuck in your comfort zone… you may be safe, but you also can’t grow and improve from there.

For some people change equals pain, or even perceived pain.  Dr. Henry Cloud gives us some perspective on the relationship between pain and change:

“We change our behavior when the pain of staying the same becomes greater than the pain of changing. Consequences give us the pain that motivates us to change.”

Yes, change can bring on pain.  But staying the same can also bring the pain.

Think of a business owner who is losing money.  If they stay the same, they will likely go out of business.  If they do something to change, it could be scary, but it could also save the business.  The pain of staying the same is greater than the pain of changing.

For you to accept change, you have identify and possibly redefine the “pain” so you can make a better decision for you, your team, your family, or your company.  Let’s look at our list again…

  • Sometimes we resist change because we think the change will harm us.  Ask yourself, ‘what’s the worst that could happen?’ If it doesn’t involve death or dismemberment, it might be worth a try.
  • Sometimes we resist change because we think we won’t be able to keep up (although we rarely admit this one).  Honestly assess the skill you think you may or may not be able to handle.  Ask for others opinions and advice.  No one expects everyone to be an expert at everything.  A person who embraces a change, learns from it and gets better will be for more well respected (and valuable) than the curmudgeon who stifles the change out of fear or ignorance.
  • Sometimes we resist change because we can’t see what the true outcome is going to be (so our mind automatically goes for the worst case scenario). See step one (what’s the worst that could happen?), but also run through REALISTIC scenarios about possible outcomes.  Seek out the opinions and perspectives of those who DO agree to see why they think this is a good thing.  Listen with an open mind when they tell you!
  • Sometimes we resist change solely because of the person who suggested it.  Learn to identify this when it happens.  You know the people who push your buttons… don’t poo-poo a good idea just because it came from someone you may not get along with.  This could be the idea that takes the business to the next level… get over your differences and be able to admit when a good idea is a good idea.

And that’s it!!  We made it to the end of our AIMS Communication Review Series.  If you have any questions or comments, feel free to leave them below.  If you have additional communication struggles that you would like to address, feel free to contact me directly at matt@performanceoptimist.com.

Thanks for reading!

Are gearing up for your summer season?  Are you concerned that your employees won’t stay, or stay motivated throughout the season?  Don’t wait until it’s too late!! Act now and get the tools you need to avoid burnout!!

The Myth of Employee Burnout book and Supervisor Training Program!!

AIMS Communication Review – Part 1

Last week at the AIMS Safety Seminar in Orlando, I had the pleasure of teaching the “Operational Leadership and Communication” course.  If there is anything, in my mind, that goes together like peanut butter and jelly, it’s leadership and communication!

After going through a communication assessment to determine their strengths, everyone wrote down their biggest communication struggle and turned it in to me.  Then as a group, we all brainstormed ways to over come that particular issue.  It was a great opportunity to learn from everyone in the room.

Unfortunately, we didn’t have time to get to them all, and some students have already emailed me asking to address their particular trouble spots.  If you were in the class, I am happy to do that for you, too.  In the meantime, I thought I would use the blog to address some of the ones that many people seem to be struggling with.

Here we go!

Biggest communication struggle: Being patient with others’ opinions.

You are not alone!  In class we talked about the fact that listening has more to do with an open mind than anything else.  When we hear someone state an opinion that is different from ours, we have a few choices.

  1. Immediately launch into a rebuttal
  2. Think about what to say, then respond
  3. Say nothing at all

Too often, option 1 is taken and that rarely ends well.  In order to make options 2 or 3 a reality, it takes patience, and what allows us to be patient more than anything else?

Thinking of things from the other person’s perspective.  Since there are (at least) two sides to every story, first consider that yours might not be right, or at least it’s not the story that the other person believes.

Take a deep breath.  Try to imagine where they care coming from.  Put yourself in their shoes.  Consider your previous impact on the situation. THEN, feel free to respond.

Biggest communication struggle: Being vocal

This came up a few times, and it doesn’t surprise me considering the class was full of leaders who are still developing their chops. Expressing your thoughts to your peers, employees or even management can be tough… there is a lot of fear that can encircle those situations.

  1. Fear of rejection – either the idea or you as a person
  2. Fear of sounding stupid – you’ll fumble your words and sound incompetent
  3. Fear of indifference – there will be no reaction, just awe-inspiring silence

These are legit, but can be overcome!  Best way to do that?  Just do it.  Work up the gumption, plan what you are going to say and state your case.  As a leader, you MUST have the confidence to state your position or vision.  If you know of a better way, SAY IT!

One way to bolster your confidence to speak up is to do a trial run with some trusted allies.  Let’s say you know the topic at the next manager meeting is going to be reducing guest complaints.  You have sort of an out-of-the-box idea that you fear will get shunned if spoken aloud.  Try it out on a few people one-on-one to gauge their reaction.

Also ask yourself, “what’s the worst that can happen?”  If you won’t die or lose your job, you can handle just about anything else.  And we always make it worse in our minds than it really is.  PLUS, you may have the winning idea, the suggestion that saves the company from total ruin!  You don’t want to hold that back, do you?

Biggest communication struggle: Expecting people to know what I am talking about.

Hello, McFly! We don’t all get it, get it? Seriously, this is something we all suffer from at one time or another.  Why? Because we forget that other people can’t read our minds.

Think of all the knowledge that you have accumulated over the years.  What are the chances that someone else has the exact same database of knowledge and information rolling around in their skull?  Very slim.  So, we can’t take our communication for granted.

I love it when I hear managers say, “he should really know that!”.  Really?  How?  Do you know that he knows that?  Do you know, beyond a shadow of a doubt, that they have the knowledge and context to reach the same conclusion?  If not, get your specifics ready because that’s what it will take to avoid confusion.

If you have been with your company for a while, you know lots of stuff and jargon that a lot of new employees don’t know yet.  You have the benefit of time and experience.  They have someone getting frustrated with them because they don’t understand your abbreviations or nomenclature.  Don’t blame them.  Blame you for either not explaining it or assuming that someone else did.

I think this one goes along with being patient.

And we’re back.

There were a bunch more struggles that I will save for future posts.  In the meantime, if you have questions about communication, leadership, or peanut butter and jelly sandwiches, my inbox is always open.  Drop me a note anytime!

Thanks for reading!

Matt

What? You want to read more?  Might I suggest:

My commitments for 2017

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Photo – Cedar Point during CNC16!

How many of you have committed to something new for the new year?  If you have noticed that many resolutions that start on January 1 often lack the resolve to make it to February 1, you are not alone.  That’s why I started working on improvements and commitments for 2017 back in the middle of 2016.

Of course my overall commitment was, is, and will continue to be to “Help Leaders Lead“.  Whatever you need to better lead your teams, I am here for you!

To this end, I have updated my website to include eCommerce so it’s easier to get the things you need… like bulk copies (with discounts) of the Myth of Employee Burnout or to sign up for a coaching program.

I can also now do one of those fancy auto-magic PDF download things… so I packaged up 80+ of my favorite leadership articles and made it a free downloadable PDF.

Two of the things I am MOST excited about are my new Mastermind program (currently in pilot phase) and the Myth of Employee Burnout 8-week Supervisor Training Program.

If you haven’t heard of a Mastermind group, it’s essentially peer or group coaching. There are 4 attractions professionals and me, and we get together every 2 weeks via Skype to help each other with current issues.  We also have a private Facebook group to share documents and discuss things between calls.

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Some of the topics have included: group interviews, encouraging buy-in and urgency, whether or not to hire a sales manager and communication.

Early feedback for the program has been very positive, including:

“I like learning from other professionals and hearing about what they go through.  Very similar to my experiences.”

“Flexibility to discuss current issues is great.  We can talk about what’s going on and get immediate ideas to implement.”

We’ll wrap up the pilot group in a few months, at which point I will be starting another round based on their feedback.  If you would like to participate in the next round, just let me know.

If you have been looking for a cost-effective way to keep your Supervisors engaged and learning throughout the season, the Myth of Employee Burnout Supervisor Training Program may be just the ticket!  This 8-week experience will:

  • Cover the major learning points of the book, giving participants a well rounded understanding of employee motivation and engagement
  • Encourage leaders to discuss and explore their leadership strengths and areas of improvement.
  • Build necessary leadership skills like communication, problem solving and leading a diverse workforce.

The program is broken up into 8 lessons and is designed so that a department manager or trainer can meet with a small group of supervisors for about 30 minutes to build the skills needed to lead on a daily basis.

The best part is that you get everything you need… detailed lesson plans, participant workbooks and a copy of the Myth of Employee Burnout for each participant.  You only pay for the number of people going through the program – no waste, no mess!  For more pricing and samples of the included materials, click here.

I don’t know about you, but I am excited for 2017 to unfold!  Below is a list of conferences I will be at to start the year.  If you will be at any of these it would be great to connect!  Just let me know.

Happy New Year – have a safe and prosperous 2017!!

Matt

Just a few places I will be to start 2017:

AIMS Safety Seminar
Ops. Supervisor Basic & Advanced (all new content!)
Operational Leadership and Communication (all new format!)
Orlando, FL
January 12-13, 2017

Texas Public Pool Council Annual Conference
Cause and Effect of Leadership
San Antonio, TX
February 7, 2017

American Pyrotechnics Association Winter Conference
The Myth of Employee Burnout
Henderson, NV
February 16, 2017

IAAPA Webinar
The New Supervisor: Tools, Tips, and Talking Points for Today’s Workforce
Time: 1:00 pm EDT
March 1, 2017

“Come sweat with me”

When my friends and I on the #CNC16 trip visited Cedar Point a few weeks ago, we got up bright and early to experience the Sunrise Thrills VIP Tour.  Not only did we get to see the park from the top of Valravn, we also got incredible coaster-nerd access to Top Thrill Dragster, Millennium Force and Maverick.

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223 feet above Cedar Point!

IMG_7686If you are at all interested in a bird’s eye view of an amazing park, or just want to geek out on some incredible roller coasters, this tour is for you.  However, this post is not about the tour specifically.

It’s about sweat.

Our tour guides were two Guest Services associates who were also roommates.  One was a front line associate (Steve), the other was a Supervisor (Jeff).  We learned that after the tour concluded, Jeff was going to be working at the Iron Dragon roller coaster, helping guests fill out forms to be part of a Virtual Reality beta test.  Jeff shared with us that a lot of people want to do this, so it’s an intense, go-go-go, seemingly endless kind of process. Combine that with the expected heat, and Jeff wasn’t exactly looking forward to it.

Since many hands make lighter work, Jeff was trying to enlist Steve’s help.  His convincing argument was a statement I’ll never forget.

“Come sweat with me”, he said.

To me, this acknowledges that while the assignment might not be the most desirable, it’ll be a lot better doing it together than alone.  It also indicates that Jeff will be there WITH Steve, and he’s not just telling him to go do something without supporting him.

And while I don’t know the history between these two, I think it also indicated that Jeff would do the same for Steve if the situation were reversed.

At it’s core, these four words communicate the one thing employees need more than anything from their leaders… support.

Support comes in many forms… communication, listening, providing feedback/coaching, working alongside them, providing tools, creating opportunities to learn, and yes, sweating.

We all know that actions speak louder than words, so the act of going through the same hardship as an employee speaks volumes about your understanding of their struggles. (And no, they don’t care that you used to do their job back in the day.  They want to see you do it TODAY!) When they see that you ‘get it’, it’s much easier for them to trust you, believe in you and want to follow you.

If you haven’t been out to work with your staff in a little while, I encourage you to find the time to do so – even if you don’t HAVE to.  If your season is winding down, you know that you need the remaining employees to pour on the afterburners to finish out the season strong.

Your display of “sweat equity” could be just what’s needed to ignite the flame.

Like this post? Download 88 of Matt’s favorite leadership blog posts in one convenient eBook! More details (and a sample) can be found here!

Thanks for reading!

Matt

About the author – After 20+ years in hospitality leadership and human resources, Matt Heller founded Performance Optimist Consulting in 2011 with one simple goal: Help Leaders Lead. Matt now works with attractions large and small and leaders at all levels to help them improve leadership competencies, customer service, employee motivation and teamwork. His book, “The Myth of Employee Burnout” was released in 2013 and has become a go-to resource among industry leaders.

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Everything is everything

If you follow me on Facebook, you know that my wife and I just came back from our first ever trip to Europe.  We took a pizza making class in Naples, a food tasting tour in Trastevere (Rome), and a cooking class in Lucca.  We also did the Painted Wall self guided walking tour in Cannes and rode a Ferris Wheel (big surprise) in Marseille, France.

You probably noticed that the majority of our activities centered around food!  While we of course wanted to try the local delicacies, we also wanted to get more of a glimpse of the local culture and people – and we got that.

What we also got, without even trying, was an education in engagement.  If my trip to Europe reinforced anything, it’s that EVERYTHING matters.

Was the food good in Italy?  No.  It was AMAZING!  But I would dare say that as good as it was in reality, it tasted EVEN BETTER considering the environment.  For example, during our cooking class in Lucca, we were not only learning from a world renowned chef, but we were also sharing the experience with people from the Netherlands, Scotland, England and Seattle – people we had just met that day.  Sitting around a huge table on a farm in rural Italy, eating a meal that you helped prepare, engrossed in engaging conversation… how could the food NOT taste good?

And that’s why I think people (including us) come back from vacation with stories of the best this or the best that.  The environment heightens the experience and makes everything better.

Since this is not a food or travel blog, this has to tie back to engagement soon, right?

Yes.

You have heard me say time and time again that engagement is about the environment that we create for our employees.  That while recognition is important, on it’s own it can’t fully engage someone in their work.  It’s about the hiring, training, discipline and yes, termination that will begin to create an engaging environment.  But you know what?  That’s not everything either.

It’s about the look of the room when new hires come in for orientation or to do their paperwork. It’s about how well the real world (their work location) matches up with what they are told in training or when they were recruited.  It’s about how much pride YOU take in the company and how you treat the guests that will carry over to your employees.

When we were on our food tour, our guide Francesco warmly greeted every shop owner we encountered.  He would say, look at this beautiful man or family or woman.  He didn’t mean beautiful in terms of looks, but beautiful in terms of the people they are.  When referred to that way, each an every person smiled and beamed and showed their true beauty.

How often do we introduce a new hire to their supervisor like that?  In my experience, it’s more like, “This is Sam, he’s your supervisor.  He’ll show you the ropes.”

Does that make you beam with pride?  Didn’t think so, but that’s part of the environment, too.

So here is your challenge – especially as some of you are beginning daily operation and ramping up for summer crowds… analyze EVERYTHING that could make an impression on your employees. Again, you have heard me talk about the importance of communication, recognition and listening.  Those are a great starting point.  But also look at the physical environment, how employees are moved through your processes (hiring, training, cross utilization).  What do your break areas look like?  Are you taking care of “behind the scenes” areas as much as guest facing areas?  Employees see those areas before and after their shift… so they are the first and last impression they have.

Do your employees go through a security check point?  How is that experience?  Is the person at that post starting the day off on a positive or negative note?

Do you have company logos, mantras and insignias posted around your offices and buildings to remind and inspire your staff?  How do they look?  Are they up to date or ripped and falling apart?

When an employee has to interact with someone from another department, how does that go?  What example are full time staff setting for front line staff when out in park?

And the list could literally go on and on… but for this post, we’ll stop here.

Part of this challenge is to put yourself in the shoes (and mindset) of your employees.  You may know why something is not working and may even know when it’s going to be fixed, but a new hire doesn’t know that, and will assume that that’s just the way it is and no one cares about it.

Fast forward two months from now, when all of these influences have piled up and created a lasting impression of you and the company.  One little thing might not be a big deal, but put it all together and it tells quite a story.

You are the author of that story and can determine how it ends.  That is, if you remember that EVERYTHING matters.

Thanks for reading!

Matt

About the author: While it was not Matt’s original intent, the theme of this post fits nicely with the theme of this years’ IAAPA Attractions Expo, which is Every Experience Matters.  Of course, that’s in November.  Next week is the Florida Attractions Association conference, where the theme is Mission: Possible – Creating The Adventure.  Our mission as leaders is to create a positive adventure for our teams, and if we focus on the right things, that mission is POSSIBLE!!

If you are coming to the FAA Conference, Matt will be speaking on “Investigating Workplace Conflict” on Tuesday, June 14 at 10:30 am.