JJ's (April '06) Tips in this issue:
1. Voicing Your Authority the Right Way
2. Favorite Quotes
3. Tele-Coaching & Tele-Mentoring
Use the following tips as training tools.
Present this situation to your group and
brainstorm solutions together, or submit
your own situation question to be
answered in an upcoming newsletter.
We had an unusual amount of interest and feedback on my March newsletter
about managing yourself better to lead others more successfully. Additional
tips will be given on it today.
This was the situation question: What does a conscientious, good
operational manager need to do when he thinks he's doing a good job, but
complaints are coming in to upper management that he is rude and uncaring?
Management fears his lack of people skills will cause more people to quit in
In the feedback from clients, a Vice President of Operations reminded me of
some of the tips I recently gave to a few of her employees. They are
managers and supervisors undergoing my one-on-one coaching and mentoring by
phone. She felt these tips are helping her people to their next level and
should be shared with you.
Here are some of those tips:
The No-Nonsense Voice
When new managers feel and hear opposition to their ideas and directions,
they often lower their voices to appear more authoritative. The no-nonsense
voice backfires and actually creates dislike and further resentment.
Keeping your voice in the middle, mellow range will help to open
communication and prevent further barriers from being built between managers
and employees (associates). Then everyone feels more comfortable and remains
on the team working for solutions together.
Managers must be non-threatening, pleasant and confident in their
communications without relying on a lower voice to show how tough and strong
Here is a portion of an article I wrote called,
The Voice--It's the Front Line of Customer Service.
Every voice can be and is labeled as happy, refined, depressed,
enthusiastic, babyish, macho, smiling, concerned, defensive, condescending,
fragile, strong, etc. When we listen to our taped conversations, we can hear
how others would label us. Sometimes the message is so negative we want to
If your desire to change the voice is strong enough, it can be changed
quickly. A person with a low, no-nonsense voice could be labeled
intimidating or defensive. This voice is usually monotone and has a "get out
of my way" attitude. If you look back over the person's life, you might find
some unresolved conflict, such as a nasty divorce, that caused the
no-nonsense, tough attitude.
Years later, that same attitude is still present without the person even
being aware of it. Little conflicts on the phone with customers can quickly
trigger this negative response. The young girl who had a doting father may
have been encouraged to act fragile and to use a high, wispy voice to get
what she wanted. Now, as an adult working in telecommunications, she hasn't
a clue as to why her customers don't take her seriously. She comes across as
fragile, like a little bird that couldn't possibly take on any more
I'll bet you can think of people in your life who remind you of the fragile
bird and no-nonsense type people. If they have attitude problems in their
personal relationships, they'll have problems with customers and fellow
employees, too. Our customers deserve our consistent best. When we become
aware of negative past history remaining in our voices, it's time to make
changes. Here are two techniques that have worked with other telemarketers
(and managers) in a number of different industries."
To see the rest of the article, click on:
Be careful that you don't imitate other managers who use the no-nonsense
voice with their staffs. One actually told a new manager I was coaching that
he keeps his employees in line with fear and that she should do that too.
Managing with fear shows a lack of respect for others and ultimately shuts
down healthy communication and teamwork.
This same manager regularly made negative comments to her about being just a
supervisor in training and not a full manager yet. This is called
one-upmanship and is another way he can look superior and "crack the (fear)
whip" some more.
Don't buy into it. Instead, think "cancel, cancel" and refuse to be
programmed by other managers who need to "put you down." They bolster their
own egos at your expense. They should be building people up, not tearing
Learn from managers you admire and trust in your workplace, those who show
you respect, and you'll learn how to earn the respect and admiration of
those who report to you too.
Take a day or two and observe how other managers operate. Watch how they
communicate, collaborate and interact with those above, beside and below
them on the organizational chart. The ones who make you feel valued and are
willing to help you grow are the ones to emulate. Notice how they keep their
strength and assertiveness but also show caring and flexibility to
accommodate others. And if you really display potential, they may even want
to become your mentor. Then lucky you!
I have been fortunate to have five strong mentors in my career and I'm sure
I would not be where I am today without them. They stretched me, nurtured me
and helped me grow. We are all in the process of becoming more and a little
or a lot of help along the way will make a difference.
Grab the "brass ring" by earning a mentor's time. If you are willing to work
hard, take suggestions and make the necessary changes, you'll get there.
It all starts in your self talk (dialogue with yourself). Ask yourself what
are you willing to do to achieve your goals?
Managers often tell me they have "paid their dues" to grow into the managers
they have become. They also say they must continue growing, updating and
learning how to be even better. It's not an event becoming a great manager.
It's an ongoing process that isn't always easy or comfortable, but well
worth the effort.
One of the manager's I'm coaching said, "It is a lot easier to put in eight
hours of work and go home and forget about the job. But," she said, "I like
the feeling I get being a manager helping people become more successful in
their jobs. Also, I like the paycheck and the feeling of accomplishment.
Most of all, I know I'm making a difference in other people's lives by
helping, coaching and mentoring them to grow to their next level."
You are learning new skill sets that are different from those you used
before you were promoted to manager.
You may be a perfectionist type who can do the work faster and better than
those you are now managing. You may be losing patience with them. If you are
trying to speed up their work to accomplish more in the same time frame, you
must first motivate them to do their part. Give them the big picture of the
team goals and what the rewards will be. Tell them how you've had to manage
your time better and suggest tips on doing the job more efficiently to
Do not stop there, tell them when you will be checking back with them on
their progress. This is letting them know you are expecting progress and
accountability. You must follow up as you stated or they will not trust you
to do as you've promised. If you don't follow up and they are still not
speeding up by taking your suggestions, you'll have a tendency to judge them
harshly and feel ineffective too. Be consistent. Make it fun and get them
excited about the direction the team and company are going. Make them feel
valued and important to accomplish the team's goals. Celebrate and set new
goals together with their input. Have fun yourself and help them enjoy the
Clients in Ohio, Suzette and Dan Matthews of RJ Matthews Company (supplying
horse and animal health products) referred me to the "Leadership Wired"
newsletter that they also like.
It's written by Dr. John C. Maxwell and in a recent article he wrote:
"The best way to foster leadership is to treat people like leaders." So says
Jeffrey Pfeffer in his February 6 article for Business 2.0 in which he
spotlights the Orpheus Chamber Orchestra's innovative approach to
The award-winning Orpheus Chamber Orchestra wows crowds around the world
with virtuoso performances of Stravinsky, Mendelssohn, and Mozart. Garnering
prestigious awards (a Grammy in 2001) and accolades (Musical America's
"Ensemble of the Year" in 1998), the New York-based orchestra fills the
world's finest concert halls with adoring audiences and the some of the
sweetest sounds on earth.
Astonishingly, the Orpheus Chamber Orchestra has no conductor. Its 28
members alternate roles and share responsibilities. From guiding rehearsals
to interpreting selections, the leadership of the group rotates among its
musicians. Not that Orpheus lacks any semblance of structure (it has a
managing director), but authority is dispersed broadly throughout the
The orchestra's novel structure has attracted the eyes of academia and the
attention of corporate executives. Orpheus' managing director, Ronnie Bauch,
regularly speaks in the nation's elite MBA programs and has presented the
Orpheus management style to organizations in Germany, Japan, France, and the
Bauch illuminates two main dangers plaguing authoritarian leaders who fail
to cultivate leadership in their subordinates:
1) Authoritarian leaders stifle employee creativity and limit employee
potential by dominating decision-making.
Such behavior on the part of the leader gives rise to a "why bother"
attitude among workers, who feel powerless to effect change and hopeless of
having a significant impact.
2) Authoritarian leaders pigeonhole employees and prevent them from
acquiring new skills.
By placing followers in narrowly defined roles, a leader inhibits them from
broadening their perspectives and discovering hidden talents.
Nobody wants to feel like they are forever following. We quickly tire of
staring at the backs of those in the lead. For both its musicians and its
audience, that's why Orpheus did away with a conductor.
This article is used by permission from Dr. John C. Maxwell's free monthly
e-newsletter 'Leadership Wired' available at:
JJ's FAVORITE QUOTES:
"Life is a series of near misses. A lot of what we ascribe
to luck is not luck at all. It's seizing the day and
accepting responsibility for your future."
- Howard Schultz, Chairman - Starbucks
"You have brains in your head. You have feet in your shoes.
You can steer yourself any direction you choose."
- Theodor Seuss Geisel, from "Oh, the Places You'll Go!"
Tele-COACHING & Tele-MENTORING
TRY our one-on-one Tele-Mentoring (phone coaching service) that is available
to business owners, executives, managers, supervisors and staff members.
Call for your FREE CONSULTATION now! 800 500-9656 or 408 445-1590
DO YOU WANT TO IMPROVE in an area?
* Dealing with irate internal or external customers?
* Motivation and growth of your people?
* Leading and Coaching your staff?
EVALUATION OF YOUR ENVIRONMENT:
Have you had an Evaluation of Your Environment lately so you could
receive suggestions on improving it? (It's like the doctor's check up, you
often don't know you need it, until after you've had it.)
JJ Lauderbaugh, CMC
408 445-1590 or 800 500-9656, 1716 Husted Ave., San Jose, CA 95124.
JJ works with companies that want to give exceptional customer service to
increase sales, and with Directors and Call Center/Help Desk Managers who
want to improve human performance.
She's an international speaker, trainer, facilitator and certified
management consultant (CMC) on customer service management, specializing in
performance improvement, call centers, up/cross selling and outbound
For training resources, free articles, tips and streaming video, go to our
web site at:
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