Is there any thing that you need to do less of, or stop doing completely?
Instead of putting more stuff on your plate, reflect on what you can get rid of it, literally in your closet or in your life.
A few examples:
1. Too much time watching TV, social media, or games watching
2. Researching and looking but never buying
3. Making excuses not to accomplish or complete an action, task, or project
4. Being overcritical but not committing to anything
5. Complaining on things that you cannot control
6. Taking on too much at one time
7. Not being able to say No! when it is more appropriate
8. Walk away from people or events that do no good to your life
9. Less time planning, more time doing things you love to do in the moment
10. Pleasing people to get their favor or sympathy
How about you? What are the elements in your life that needs to be trimmed or totally abandoned and forsaken? Find it out and have a clean slate for 2019.
Take care of yourself
1. Have enough sleep.
2. Take time to play within the day.
3. Eat healthy foods.
4. Keep a journal or notes for reflection.
5. Listen to soothing music.
6. Enjoy a quiet time with family.
7. Call a friend you didn't see for a long time.
8. Get moving by walking, running, or with a light exercise.
9. Clean your office desk or office room.
10. Pray for a loved one, friend, or a person you want touch.
11. Say a word of gratitude.
12. Enjoy lots of sunshine.
13. Take one step at a time.
14. Be kind to yourself.
15. Forgive and move on.
Okay, your organization made a big mistake, and the public is talking about it. What can you do?
This is when crisis management kicks in. It is just a matter of time when the crisis comes. It will come and don't hope and pray that it won't blow your organization to pieces. With social media, fiascos, nightmares, and blunders are magnified to the millionth power.
1. Create a plan to address the most critical issues to the least important. Is it a public relations crisis, an environmental disaster, a public health concern, a racist statement, a hostage situation, a sudden accident in the plant causing deaths, etc. What are the paramount issues that need to be tackled immediately, in the next 24 hours, 48 hours, and the first week of the crisis, second week up to the first 3 months?
2. Create a team or committee that will have different roles and responsibilities to deal with several aspects of the crisis. One person will be the one answering to media inquiries. One person will contact the people or customers concerned and inform the relevant stakeholders and agencies of the problem. One person will keep the staff calm and collected, and become that go-to for anything company related. One person from management will address the public and stakeholders via a public broadcast which may require an apology statement or statement that details what the company will do to avert further damage, destruction, or mayhem to the situation.
3. Keep the lines of communication open, internally and to the public at large. Nobody wants to be in the dark about a crisis that is developing that may involve public safety, public health, and life and death, and other serious repercussions. The more the company or organization is open in admitting its omissions and commissions, its errors, and gaps in its practices, solutions can be developed for long-term prevention and mitigation measures.
4. Something significant happened in the company that put them in the news. Whether it is because of certain practices that led to these unfortunate incidents or things that were taken out proportion and perceived in an awful light, these things can propel the company to sudden popularity in a not-so-good way. When Lance Armstrong admitted to using performance-enhancing drugs, all companies associated with the brand had to back off before their sales start to dip. Reputation management is crucial. Companies built brands for decades only to be damaged by malicious intent. Be responsive, address the issue, and take control of the messaging. If your company cannot control its messaging, somebody will, and it may not be on a favorable term.
The steps to crisis management start with creating a process to deal, contain, and control the situation from further escalating, empower a team to deal with different aspects of the case with central coordination, opening the lines of communication to all concerned stakeholders, and take responsive measures until all issues are satisfactorily resolved.
Time and time again, this one is very true.
Show up and deliver. Always be ready to take the opportunity that is presented regardless whether it is the right time, place, or scenario. An opportunity is some times disguised as something else.
Showing up means taking action, making commitments, and securing engagements with people that you think will help get you to the next level. It doesn't matter whether it results in a small incremental step. Those steps will add up and will lead to sizable progress cumulatively.
Showing up means taking the courage, while you don't see the big picture, the answer to the problem, or the complete information. It doesn't negate the fact that you showed up, made the effort, and seize the day.
Deliver, when nobody is reading, nobody is listening, nobody seems to care. Deliver consistently, with passion, with love and care as you put your products out, let the world know this is not about the popularity, the number of likes, the retweets, and the instant fame. It is about your message, your story, your contribution. It is about how you relate to your community, your family, and the world.
Showing up ever ready to take the challenges of the day will create the attitude and the frame of mind to move beyond obstacles, whether imagined or not, and will expand your reference of what you-can do!
I grieve for customer service under the guise of virtuality.
Call us on the phone. Text us your opinion. Tweet your photos. Follow us on Facebook.
When you want to speak to somebody to establish rapport, connection, demand attention, file a complaint, you are talking to a machine or not even a machine, nobody.
Nobody knows what’s the process once the form has been filled, the phone call is made, or anything for that matter that is called reaching out. You wait for your lucky stars if they are even going to get back to you.
The bigger the company, the bigger the bureaucracy and bureaucracies kill innovation and creativity. It creates pockets of fiefdom within organizations where lower-level staff or personnel are not empowered to delight and please the customer. All problems and issues get pushed to the middle management where the action is synonymous to wait out and see.
I went into a job fair recently to talk to companies and organizations that are hiring and get their pulse on their industries. I asked one lady for her card, and she said, I didn’t bring any, just go to the website. Well, lady, you are not there on the website. The website has a bunch of information that is not going to give me access to someone like you that I met in person, talked about the company, and made that vital connection.
The purpose of the job fair is to get to know your prospective hires, attract the best talent, and get them to know your company. Hiding behind the website is inane, and it shows how either you loathe what you do, or your company wants to be more secretive than FBI or CIA.
Honestly, I don’t think I want to work for your that company.
A newly-minted CEO has a problem of changing practices within the organization. How do you do ensure the changes stick, what messages to say, what needs to be embedded, who needs to model these changes? As part of the management, these are the steps you can take.
1. Practice what you preach. You want things to be changed in the organization. It has to be communicated from the top and be modeled from the top. If people see otherwise, it is just lip service.
2. Model the changes in real-time. Don’t put that in a plan, procedure, policy, or manual, only to be left in a 3-ring binder somewhere. Changes in practices should be implemented on a regular, consistent basis, over time, ensuring clear alignment, focus, and synergy by all stakeholders.
3. Let the best employee model it! I say that, let their peers start to model those changes that the management seek. Employees learn from each other, and the best/or the most influential get to showcase that changes are their friends, not their enemies.
4. What’s in it for me? Do you need to change how people talk to their customers? How the organization plan for the future? How you do want to implement the services? The management has to showcase that with these changes, the organization will hit its targets, and targets being met means profitability and sustainability in the long run. A profitable and sustainable organization takes care of its employees and employees reciprocate the gesture.
5. The changes you want to see should manifest in their performance. Everyone’s performance needs to be evaluated by the outcomes you want to see. Without the measurement, who cares whether it gets done or not! And the CEOs and the management team’s performance needs to get evaluated too. No sacred cows.
These steps will ensure that changes stick and become the norm, not the aberration. You can’t change things over time, but you can start replacing old habits with good habits. It is the same with organizational entities.