Most of my time is spent working with team managers to make their teams more efficient and productive. It’s work that gives me huge satisfaction and enjoyment. The process generally starts with a meeting where the team leader explains the problem/s. Then I’m asked what training, changes and so on I can deliver to “change the team around”.

Someone else’s fault
I comes as a huge surprise that often I’ll say “I’m not sure I can do anything to help them but I can do something to help you”. My reasoning is that it’s not unusual for team leaders to take poor team performance and people problems as someone else’s fault but with the results affecting them personally.

For example:Take the team leader who heard last week that a key member of staff was leaving, “That’s ruined my day, I’m getting a headache and going to take the rest of the day off!”
or
the team leader who’s heard that the team failed to meet target. “All the training and time I’ve given them and they do this to me!”

A lesson to be learned
One of the first lessons that team leaders need to understand is that the team hasn’t underperformed nor decided to leave to intentionally upset the leader. However, having said that the phrase “people don’t leave the company, they leave the boss” is true and underperformed teams is often due to poor resource being available.

That’s why I enjoy mentoring team leaders. 

We’ve all heard team leaders and managers say to things their teams during meetings and company briefings and accept them, no matter how trite because, they’ve become part of the tapestry of noise that makes up business speak.

The problem is that some of the things that team leaders say…they really shouldn’t.
Often the reason that they are said is to motivate and make staff feel good about themselves to increase productivity or take on more work or start a new project.

Let’s take the phrase “Staff are our greatest asset”.
It’s not a lie and is often the truth but like any valuable asset, when needs must, people can be dispensed with to increase money in the bank (Redundancy). They are only an asset when they are doing what’s expected…when not they become a liability.

Many of us will have seen a staff member or a team move from “Hero to Zero” within days of making a mistake and “the greatest asset” a few weeks before becomes a liability.

“Do this for me”
Another phrase I’ve often heard is team leaders who ask the team to “do it for me” or “Do it for the company”.
Let’s get it in context. If the staff member or the team weren’t being paid a salary they wouldn’t be doing it at all…

Email me with things you think team leaders say and shouldn’t
I’ve become so interested in the noise that some companies make that I’m developing a new talk on the topic and if you have “things that team leaders say…and shouldn’t” please feel free to email me at: stephen@assimilatinmg-talent.com.

Don’t do it for me. The best email that I receive I’ll be sending a gift to!

Yesterday I had a meeting with a friend who was concerned that his sales department was in conflict with other departments in the business. Marketing, accounts and It were all finding the attitude of the sales team problematical and verging on the bullying.
“The sales team has had so much money and resource pumped into them” complained my friend who was at a loss to understand or accept that they needed more or how this had resulted in conflict between the sales team, accounts, marketing and IT!

Over extended limb
This situation is not unusual where a specific part of a business becomes an “over extended limb” and eats up more money, resource and focus than the rest of the company. Exactly the same thing happens in counties that allow one industry or faction to become dominant. (Think of banking in the UK which has become such a dominant part the country’s GDP that it’s seen as too powerful, too demanding and increasingly unpopular).

Essential to the well being of the business
Having an over extended limb in an organisation will inevitably result in conflict. This is because as one part of the business is starved of funds it will blame the other for squandering resources. The over extended limb will justify it’s existence as being “essential to the well being of the business” and will blame other parts of the business for “lack of support”, “failing to understand the realities of the situation” and changes to the status-quo  will “harm the business”.

Results in casualties
The results of such infighting is that it distracts attention onto the mission critical results the business needs. Turning around this conflict takes time and in my experience always results in casualties where good talent leaves the business.

The way to avoid conflict is to avoid over-extended limbs

Earlier this week I was talking with some business friends on how large (or small) a persons network needs to be able to achieve certain business and life goals. These are the figures they came up with but I’d be interested in any feedback. What was interesting is how small the groups are when people are working for a person’s success

• To be able to move jobs easily…between 100 & 500 at appropriate level
• Success in a new job…team + boss + key influencers
• To have a successful on-line sales business…over 10,000 contacts in list
• To be famous… 10-25 team of promoters, press agents (accepted that fame is relative)
• To have Social Media, press, TV Influence…25,000 – 100,000 followers +
• To be happy…between 5 and 25 very close friends

Completely unscientific and after a few glasses of wine but what is interesting is that the smallest figure is the one for happiness.

If you listen to the radio or watch TV news you’d be preparing for the end of the world as we know it. Economic turmoil, strikes, food and water shortages are all being predicted. Yet I’m detecting there’s also a huge amount of good feeling about. New business teams are being brought together, projects started and thriving.

Two examples from just yesterday

Riverbanks Clinic
Today I was thrilled to hear that a great friend of mine, Dr Ravi Jain, who set up The Riverbanks Clinic just a couple of years ago and last year won three awards in the Aesthetic Medicine Awards, has won two more awards this year.  After such a short time Riverbanks must be ranked as one of the leading aesthetic clinics in the UK, if not further afield, and it’s not surprising that Ravi’s now travelling all over the world speaking at conferences.

When Ravi started he was focussed and had a great vision of what he wanted and I was delighted to have been able to help in a very small way but thrilled that all his hard work is showing such fantastic results.

Nick Hine Legal
Another great friend of mine, Nick Hine has set up his own solicitors firm Hine Legal in the City of London and specialising in personnel issues. Last night he had his official launch party, one month after he started work. One of the speeches revealed that he’s already landed one of the UK’s leading retail stores as a client. Destined for great success I feel.

There is all sorts of good news out there if we look

I was delighted yesterday when I had an email asking if I would speak to a team of retail shop assistants on ways to increase their sales. Apparently I was contacted after one of the team had seen this film on YouTube and discussed it at their sales team meeting.

So here’s the film for you to see for yourself and if you have any ideas for another film on retail sales teams then give me a shout

2 ways to Increase Retail Sales

“Currently 25% of my team’s predicted sales stall in a NO DECISION”

Was the opening statement of a Skype call I had with a friend last month. He’s a sales manager with a large national firm and was asking me how to restructure his sales team’s working to increase effectiveness, increase sales funnel size and, despite the recession, meet increased revenue targets.

Main problem
With the economy becoming more difficult prospects have learned to distrust sales calls. In addition the prospect has become better informed and will use the internet to check the sales facts or even make the sale on-line. The conclusion we came to was that the sales team was pressing for a fast buying decision and this was a major contribution to a “No decision”.

Solution and result
One of the three solutions we discussed and implemented was that the next team briefing should discuss “time taken to sale”. The discussion produced a realistic expectation of the time taken to make a sale in various circumstances. The effect was to reduce the pressure felt by the sales team to make quick sales. The result was that the team prospected wider whilst ensuring that “No decision prospects” were kept warm for longer. The result is that overall sales have grown. New sales are being made with many of the predicted sales that previously ended in “No decision” and forgotten about being converted later rather than sooner! 

I’ve been asked to forward my reply to a question posed on LinkedIn on team building to a few of my friends, so thought I would republish it here.

Building a team is like building a good restaurant team
I often make the analogy that building a successful
business team is similar to opening a restaurant to serve great food. It
needs a capable, stable and motivated brigade in the kitchen as well as
a team of people to serve the food and make the eating experience
memorable.

Ingredients
The ingredients good or bad are often immediately noticeable by
customers. If the team, in both the kitchen and front-of-house areas
can’t work together then either the food or service will suffer and
customers will IMMEDIATELY stay away in droves.

The first task is to have a stable team. Staff turnover is a universal
problem, and not just in the catering sector.

Each new appointment seems
to carry with it a high risk of failure. Let’s explore why this is …

There seems to be three common mistakes that team leaders can make. The
first is failing to communicate the results that are required from the
team. Job descriptions provide an indication of the required results but
success in a job depends upon the boss’s assessment. The team,
therefore, needs to understand what constitutes a success in the boss’
eyes and how such success will be measured.

Gaining a clear understanding of what success looks like can be achieved
by holding a series of meetings with the the team. As such they are
best undertaken as formal 1:1 discussions, as opposed to short
conversations over the coffee machine or at a team meeting.

The types of questions that need to be asked include:

· How has the current situation reached this point?
· What problems have been identified if the situation is not improved?
· What actions the leader expects in the short and medium term?
· What would constitute success in the leaders’ eyes?
· How and when will performance be measured?

The second mistake is failing to communicate the boss’s management
style. This means understanding how the leader likes to be communicated
with and how often? What decisions the leader likes to make personally
and what decisions are clearly delegated to individuals in the team?

Don’t ignore culture
A big mistake a leader can make is to ignore the culture of the business
or not to consciously develop a culture for a new team. To ignore
culture makes introducing change more difficult. In addition the leader
needs to consider that all change will have an affect on other people,
particularly in other areas in the organisation, so prior to making
changes it’s important to consider the consequences both upstream and
downstream.

Then there’s the aspect of training. A leader wanting to build a strong
team needs to ensure that the team can deliver what’s expected. One of
the lessons from Restaurants is that there’s little point in placing
Duck a la Normande on the menu if the kitchen brigade haven’t the
ability to cook it properly and restaurant team don’t know how to serve
it. (Or what it is).

Now, isn’t that a recipe for business success?”

I was having a Skype video call to a good friend of mine today about the best way to unite a team. “Start a small war” I suggested.

I explained the objective was to focus the team on on threats, dangers, enemies and rivals that exist outside the team. In this instance suggesting that survival of the team might be at stake from an external threat meant that internal disputes would seem less significant as the team focussed on defeating the external enemy. (Think how united countries become when invaded, even when they don’t like the leader)

Sales team rivalry
It’s similar to increasing sales within a team: Split the salespeople into rival teams and have them compete against each other.

With sales margins being pushed south I was reminded, yesterday, by a sales Director of a statement that I made from a conference stage a few years ago “Sales teams are often blamed for poor sales when it’s not their fault”.

So who or what is to blame?
Too often sales teams limp along with undiagnosed problems when a “new process” is implemented in the hope that it will have immediate improvements. In my experience there are a number of issues that need to be considered before rushing into another and potentially expensive new sales process. These include:

• There is little understanding how departments such as legal, accounts and IT impact on sales
• Senior managers don’t appreciate how the existing sales process works
• People don’t understand why the business makes sales and more importantly loses sales
• Too few of the sales team contribute too much of the sales result
• Sales forecasting is based on “Gut feeling” and “Hope”
• Sales forecast is made on a short term basis (This month or next)

Take time
There are many actions that can be taken to solve the above list but “blaming the sales team” isn’t always one of them. Instead correctly diagnose where the business needs to look for improvements in the sales cycle. The other thing to remember is that there’s no pill that will provide instantaneous results. Time, good analysis and correct implementation needs to be taken when delivering sales improvements.