Tuesday, September 6, 2011
Thursday, July 21, 2011
Enjoyment
The day that I realised that you sell "enjoyment " to your customers in the tourism industry that day I learnt a lot about the selling process.
What do you "sell" when you sell a lawnmower" - you sell a beautifull well groomed house because the the lawns are looking good and it compliment the house and the surroundings.
Try and figure what do you "sell" and in that way you can get your unique selling proposition right.
Try it and practise it everyday when you see products and their slogans.
Last thought - what do you sell when you sell fruit and vegatables? - Health? So how will your message look like?
What do you "sell" when you sell a lawnmower" - you sell a beautifull well groomed house because the the lawns are looking good and it compliment the house and the surroundings.
Try and figure what do you "sell" and in that way you can get your unique selling proposition right.
Try it and practise it everyday when you see products and their slogans.
Last thought - what do you sell when you sell fruit and vegatables? - Health? So how will your message look like?
What has changed?
Once I were on a course of a week and the course title were problem solving.
The course were frustrating to me because I could'nt figure out what were the purpose of the course - what were the punchline and the focus.
A long time after the course I realised what the facilitator were telling me.
Ask the question - What has changed?
If you can discover what has changed in the process and are the reason that the system is not working anymore you have the answer.
You have to work through the process and "see" what is now different than before. If you can determine that then you can fix the "problem"
The course were frustrating to me because I could'nt figure out what were the purpose of the course - what were the punchline and the focus.
A long time after the course I realised what the facilitator were telling me.
Ask the question - What has changed?
If you can discover what has changed in the process and are the reason that the system is not working anymore you have the answer.
You have to work through the process and "see" what is now different than before. If you can determine that then you can fix the "problem"
Problem solving
Do you have a problem solving process?
It is good that your team understand the way that you solve problems. It helps them to know how you tackle situations and they can adapt to your way.
It is good to change the word problem to challenges because it is a mindset to say challenges. It is different than problems.
Maybe you can use the system for eg:
It is good that your team understand the way that you solve problems. It helps them to know how you tackle situations and they can adapt to your way.
It is good to change the word problem to challenges because it is a mindset to say challenges. It is different than problems.
Maybe you can use the system for eg:
- Analyse
- Plan
- Implement
- Monitor and replan
Why do people like crises management?
When you do crises management it is normally appropiate to get a thanks from the manager at the end because you have "saved" the day.
It is easier to recieve the big thank you - it is all about recognition.
Say for eg your work is always on track or in place and on time then managers give you more and more work without realising that you actually is doing good because you are planning well ahead and implement your activities on time.
You inform your team what is going to happen and they start to prepare and in that way there is no panic because it is organised.
Those people get less recognition than the rush jobs or the crises management people.
The answer lays maybe in to balance the two types of activities - do the crises management so that you can sometimes give regocnition in this way but also give recognition to the "planners"
It is easier to recieve the big thank you - it is all about recognition.
Say for eg your work is always on track or in place and on time then managers give you more and more work without realising that you actually is doing good because you are planning well ahead and implement your activities on time.
You inform your team what is going to happen and they start to prepare and in that way there is no panic because it is organised.
Those people get less recognition than the rush jobs or the crises management people.
The answer lays maybe in to balance the two types of activities - do the crises management so that you can sometimes give regocnition in this way but also give recognition to the "planners"
Talk to your people
This is an important aspect in the life of a top manager.
Keep your people informed of what your plans are well in advance so that they can get used to the direction that you are taking.
It is part of the actions that you do to measure the "climate" of the company.
Sometimes you tend to get so focussed on your companies money problems like cashflow - reaching of your budgtes - solving peoples problems and so on that you start losing perspective.
The question is how do you prevent it and how do you get rid of it when it happens to you.
The answers is to admit it when you have put to much pressure on your managers and ( 2)then start talking to you managers.
Sometime it is good to organise a get together and in that way people relax and during such a event talk about the sucesses the team has reached together.
People who experience success together can take hardship also better.
If you are a person who is charismatic then it is even better for you to make them feel good because you have the personality.
Personally I think schedule it in your programme without publishing it or make it a event. Yes there should be time to do it formally but the impromptu one is also important
It is not the easiest thing to do but do it!
Keep your people informed of what your plans are well in advance so that they can get used to the direction that you are taking.
It is part of the actions that you do to measure the "climate" of the company.
Sometimes you tend to get so focussed on your companies money problems like cashflow - reaching of your budgtes - solving peoples problems and so on that you start losing perspective.
The question is how do you prevent it and how do you get rid of it when it happens to you.
The answers is to admit it when you have put to much pressure on your managers and ( 2)then start talking to you managers.
Sometime it is good to organise a get together and in that way people relax and during such a event talk about the sucesses the team has reached together.
People who experience success together can take hardship also better.
If you are a person who is charismatic then it is even better for you to make them feel good because you have the personality.
Personally I think schedule it in your programme without publishing it or make it a event. Yes there should be time to do it formally but the impromptu one is also important
It is not the easiest thing to do but do it!
Wednesday, July 20, 2011
Debriefs - what a boytjie!
When you are in the army and they train you in the art of making war they use the technique of debrief.
You do for eg a attack on a enemy objective and then when you have done that you sit down normally on a camping chair and the the commander do a debrief.
He first ask you what happened and you have to tell the sequence - step by step.
The next step is to take each step and analyse that step in what is good and what is not so good.
In this way you work through the whole attack and at the end you have analysed the whole attack and suddenly you have a insight in what had happened.
You learn a lot and you remember it.
The same happen in business. Do the debrief of a economic activity for eg a sales drive and you soon realise what you have done well and what not.
Do not hesitate to try this and you will soon experience the bonding effect on your staff.
You do for eg a attack on a enemy objective and then when you have done that you sit down normally on a camping chair and the the commander do a debrief.
He first ask you what happened and you have to tell the sequence - step by step.
The next step is to take each step and analyse that step in what is good and what is not so good.
In this way you work through the whole attack and at the end you have analysed the whole attack and suddenly you have a insight in what had happened.
You learn a lot and you remember it.
The same happen in business. Do the debrief of a economic activity for eg a sales drive and you soon realise what you have done well and what not.
Do not hesitate to try this and you will soon experience the bonding effect on your staff.
To measure is to know / om te meet is om te weet
To measure is to know. I have seen that when you start to measure and to interpret that measurement then things start to change in the business.
Examples is there - when you start to measure the money in the business then you start to control the important issues because you know what is coming in and what is going out. YOU CAN MAKE DECISIONS BASED ON FACTS in this case.
When you start to measure the feelings of the people then you start to see if you are putting to much pressure on people or not. How do you measure the feelings? By talking to people - you do not have to have sofisticated measuring tools - just ask the question - how does it go - what can I do to change things around for you? How can I help you? ( the power of questions)
People respond usually to those questions and then you hear the stuff that you want to hear or don"t want to hear.
Examples is there - when you start to measure the money in the business then you start to control the important issues because you know what is coming in and what is going out. YOU CAN MAKE DECISIONS BASED ON FACTS in this case.
When you start to measure the feelings of the people then you start to see if you are putting to much pressure on people or not. How do you measure the feelings? By talking to people - you do not have to have sofisticated measuring tools - just ask the question - how does it go - what can I do to change things around for you? How can I help you? ( the power of questions)
People respond usually to those questions and then you hear the stuff that you want to hear or don"t want to hear.
Monday, July 4, 2011
The five W
One of the most powerfull aspects to give an order and to receive feedback on.
To instruct a person:
WHO
Must do WHAT
WHEN
WHERE
and WHAT thereafter
To receive feedback:
Who has done what when and what happened thereafter.
Keep this above aspects in mind and you will be surprised on the effect of it.
To instruct a person:
WHO
Must do WHAT
WHEN
WHERE
and WHAT thereafter
To receive feedback:
Who has done what when and what happened thereafter.
Keep this above aspects in mind and you will be surprised on the effect of it.
The power of questions
The power of questions is one of the strongest tools that a manager has available. When you start asking questions to a situation then you normally gets answers.
I that way you find out what is the real situation and then you can start planning.
Waht do Docters do? They ask questions and then they are able to diagnose.
I that way you find out what is the real situation and then you can start planning.
Waht do Docters do? They ask questions and then they are able to diagnose.
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