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 his department. 


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 they are.

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 change it. 

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 responsibility. 

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 them down. 

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 accomplish more. 

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 journey too!


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 leadership.

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 orchestra.

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 USA.

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:



"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!"


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



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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 calling.

For training resources, free articles, tips and streaming video, go to our web site at:


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