There are many occasions when I observe teams that are dysfunctional and not producing the results anticipated. So it was a delight to have experienced first hand a team that through great management, understanding of what needed to be done and an ability, of the whole team, to explain to outsiders what was happening.

A Great Team
Not for the first time (Two years ago I dislocated my shoulder) I find myself in complete admiration for the doctors, nurses and assistants in the UK’s National Health Service. Last week my Mother suffered a heart attack and had to be rushed into hospital. For relatives under such circumstances it’s a frightening time for the patient and an anxious time for relatives.

From the motorbike paramedic to arrive first, to the ambulance crew, A&E staff and cardiac recovery team at the Royal Glamorgan Hosptal everyone worked in calm, professional and well rehearsed precision. As a result my Mother is still poorly but out of danger.

Business could profit from studying the technique
Business could profit from taking lessons in the training, management and delivery of the service that our professional medical teams deliver to their customers.
So it’s a Thank You from me 

I’ve recently heard suggestions that the
more interviews and hoops candidates are expected to jump through…the
better the final quality of hire. Then a similar question was asked on LinkedIn and I thought I would repeat the answer in my blog.

The proposition is WRONG 

Very sorry, but it’s wrong. Let me clarify: I have spent the last ten years talking to CEO’s about
hiring and integrating people into their firm faster and more
profitably. Asking a candidate to do more and more tests and interviews simply clouds the process. Two interviews, one assessment and a follow up meeting to negotiate terms is enough. In my experience having a new hire failure or poor hires has more to do
with the lack of interview experience by the interviewer, an inability of interviewer to assess candidates correctly and
poor integration by the business.

Interviewers training
Directors that interview people for a job do so about two or three times
a year. Hardly enough time to gain great expertise or to maintain that
ability. This may be a reason why businesses rely on more and more interviews and tests. However, again in
my experience, tests are only as good as the ability to understand the
results. (Too many people will fix on one statistic from a test and base their
choice on that as opposed to a rounded assessment).

One solution is to encourage interviewers to undergo some training
before undertaking important interviews. Then to have some experts on
the interview panel that can provide focussed views.

Cost of failed hire can be shedloads of money off the bottom line
Interestingly the COSTS of NEW HIRE FAILURE can be huge and my research
confirms Brad Smart’s research that the cost of failure can range from
10 – 24 times salary.

So if you’re hiring at a salary of $45,000, choose a multiple and see how much a new hire failure could cost your business!

Links:

• 
  http://www.youtube.com/user/stephenharvarddavis?feature=mhee

I’ve spent some time with Ryan Taylor, my personal fitness trainer at my gym, who is probably the most natural coach and mentor that I’ve ever come across. Why is he different? Well firstly he listens to what I want to achieve, is flexible when I want to add more goals and encourages my strengths and accepts my weaknesses whilst improving technique to overcomes them. Most importantly, he makes the whole process fun, varied and interesting.

He’s not soft
The workouts are always hard, he’s not soft on me, far from it! He encourages and compliments me when I do well and isn’t critical when I’ve tried my best but not succeeded. I’m just asked and motivated to have another go to get it right. I can’t remember not wanting to!
What is most surprising is that he’s only in his early twenties and I don’t think he realises how good a coach and mentor he is!

What could business learn?
Over the past few months I’ve began to think that business managers could learn a great deal from Ryan’s technique. Creating systems to catch people out, identifying weaknesses and spending time training poor performers and achievers may not be the most productive use of management time. Instead it would be more productive to develop people’s strengths.

SWOT analysis
We’ve all looked at a SWOT analysis at work. Strengths, Weaknesses, Opportunities and Threats are identified and discussed but too often the emphasis focusses on the weaknesses rather than developing the strengths. That can and I’ve often been asked to sort out the resulting paralysis.

In going to the gym I want to enjoy it. Doing the exercises and playing the ball games I enjoy improves my fitness. People working in business are not very different. If Ryan can ensure that as well as enabling me to feel good about my fitness regime but that I don’t neglect the areas I’m also weak at. Then business managers should be able to do the same.

There is a lesson here!

To succeed in today’s business climate it’s not enough to have general intelligence coupled emotional intelligence to be a success! Social Intelligence is also an essential requirement.

Over the past year I’ve been spending increasing amounts of time working with aspiring executives and explaining that their colleagues want the top job as much as they do and that often the only difference between candidates is their social intelligence.

it’s more than a smile, walking around the office thanking people for their work, being at the top of people’s party list or even having a sense of humour. Social intelligence is the ability to set oneself apart and to be identifies as the candidate for leadership because people are attracted to you and will follow.

I so enjoy working with people to develop their social radar and create an understanding of what will create and harm reputation. So the manager who accepted that having the 007 theme tune on his mobile phone was’t  the “coolest corporate image” was in fact demonstrating a distinct lack of social intelligence.

Creating a personal presence so that we can empathise with people’s feelings and, here’s the difference with emotional intelligence, being able to manage how we work with others despite our internal emotional feelings is now an essential tool.

Loads of shops say they deliver an “excellent shopping experience” who, in reality, don’t. So I’ve decided to award these businesses my own “Poor Shopping Experience Medal” and the first is awarded to Homebase in Bridgend.

Yesterday I needed some bubble wrap, the stuff that protects fragile objects. Homebase in Bridgend allowed me to buy it by the metre at £1.49 (meter in USA) and some kind assistant walked me to the back of the store and cut a length after measuring it against a ruler.

I took my neatly rolled bubble wrap to the counter to pay. “Three metres of bubblewrap” I helpfully told the young lady behind the till. “I’ll have to measure it” she said as it was unravelled. Then looked at me as if I was trying to steal the crown jewells “It’s five metres”.

Now I’m sure that Homebase suffers from people trying to walk out of their store without paying for some items but I can think of more valuable things that two metres of Bubble Wrap!

“But I only want three” I protested. She turned to the manager and shouted “He says he only wants three, can we call Fred to recut it”. Having originally waited five minutes for Fred to arrive to cut the original amount I could see this taking more valuable minutes and hold up an ever increasing number of annoyed people in the line behind me. “I’ll take it” I said in frustration. The bubble wrap was passed over to me to refold with a look of “I knew you were trying it on” from the lady and probably by others in the line behind me.

Can I suggest that Homebase could save time, misunderstanding and embarrasment when their shop assistants cut lengths of bubble wrap, or anything else for that matter, that the customer is given a note to show at the pay counter as proof of the amount requested. Self cut lengths could then be measured in the usual manner. Then I would suggest Homebase train the cutters in measuring a metre length. Until then my award medal for poor shopping experience goes to Homebase in Bridgend, South Wales.

I was asked a question on LinkedIn and this is a brief outline of my answer that I thought those in my network might find interesting

For many people there is a direct relationship with management
capability and high staff turnover. In my opinion, however, there also needs to be other
considerations before one always blames team managers.

Too often, in my experience, blame is placed on “Salary” as a reason why talent leaves when in fact the real reasons are in the company’s power to prevent. A motivating statistic is that when a talented individual
leaves the RISK that further talent will follow increases by 50%.