What I mean by that is so often we see ourselves and our team as we and everyone else as they. Whenever we refer to senior management or Corporate as they we are driving a wedge between our people and senior management. My best friend John Miller, author of “QBQ!” “The Questing Behind the Question,” Flipping the Switch” and “Outstanding” often tells the experience he had working with a major medical firm where the field sales force had a nickname for the corporate office. They called it SPC, The Sales Prevention Club. Ridicules, but true. We must help out people see our entire organization as WE! Please watch your pronouns

The next mistake is treating everyone the same way. They are not the same and must be treated differently. Do you see your kids as being the same? Of course not, then why do we treat our people as they are exactly the same. Learn about them, their Idiosyncrasies and use them to communicate more effectively. Don’t tell them, sell them on your ideas and the ides of senior management.

Remember, you can see W. Steven Brown share Leadership information on a video preview of Leadership in Action dropdown at the top of this page. Take a look, it can’t hurt. Have a great day.

The next mistake I want to share is probably one of the more frustrating. We feel it’s our job to motivate our people. You might inspire but you can’t motivate. Motivation is internal and personal. A person either has or they don’t. If they don’t you can’t give it to them. In 35 years in the training industry I’ve seen more time wasted and money spent on motivational programs that are so short lived. Think about a manager sends a person to a motivational program. When they come back, they are like a changed person. “Excuse me while I run through the wall.” After a few days what do they look like? The same old person! When I say we can’t motivate, it could be a misnomer because Leaders train and develop the skills of people to allow the natural motivation to come out of the person. There is a huge difference between building skills and motivational feel good material.

In case you are wondering I have been sharing mistakes that come from a book authored by W. Steven Brown entitled “13 Fatal Errors Managers Make….and How You Can Avoid Them.” This book is the foundation for our multimedia training system entitled “Leadership in Action. You will fund more information on this system, including a video preview, on the above on the drop down tab. Please feel free to explore our site and if you or someone you know are interested in learning more about our training systems, please contact me. Thanks and have a great day!

The next error is trying to control results rather than influence thinking. If a person doesn’t hit the target or objective, too many manager talk only about the numbers and their failure to hit them. People are a product of their thinking. If you think you can or you think you can’t, you’re right! Managers would find it much easier to get the person focused on the target or objective by building the person’s belief. Successful people are successful because they belief in 3 things. The first is the company they represent, next the products or services, internal or external, that they provide and lastly they believe in themselves. Leader’s build their people’s belief, manager’s talk about numbers or the lack of them.

Another weak area or mistake a manager makes is being the buddy not the boss. I don’t like the word boss but it is the best I can use right now. Many managers are promoted up through the ranks simply because they have done a good job they are promoted to manager, often of the same group. They naturally have, or appear to have, stronger relationships with some more than others. This leads them to cut corners for people and show favoritism or what is perceived that way. Leaders never put themselves in comprising positions with anyone they lead! Thanks and have a great day!

We refuse to accept personal accountability for our actions, if we blame and make excuses for a lack of success how can we expect the people we lead not to do the same? Leaders demonstrate Personal Accountability!

Second on the list is we fail to develop people. People constantly ask us questions and what is our normal tendency? To answer them, rather than question, lead and guide the person to self discovery of the answer. If we only give answers we are training them to bring all their questions to us. Don’t take me wrong, I don’t mind a question, however, I do expect the person asking to have possible solutions also. This is the area that costs us feel that we don’t have enough time to complete our own job. How could we if we are answering all the questions and solving all the problems of our people too. You can not build a strong team on weak people. Leaders develop people!

If you like the site, please become a fan but hitting the like button in the Facebook section. You can also RSS to receive our blogs. Thanks and have a great day!

Think about what happens at the time we shared the excuse. The salesperson did one of two things quit or began hard selling on the excuse you gave him/her. The more they tried to deal with the excuse the bigger the hole they dug for themselves.

We have a proven way to put truth into the interview, to get to verify the real objection by burying the excuses. You can see it, as it is a part of our “Solution Based Selling” System in the section called closing. It’s called “Verifying The Prospect’s True Concern.” Watch it at: http://www.accountability-plus.com/solution-based-selling/video-preview/. After you click to start the preview run you curser to the bottom and select the one on the far right 5 of 5. Your answer is there. If you feel it could help you just contact me. If you know someone else it could help, share it with them.

If you like our website, please hit the like button in the facebook section. Thanks for your interest!

Jack said he was quickly told that he should have listen closer to the prompts because he had reached the wrong department. He had the problem, and now it was becoming his fault. Fortunately, he was connected to the correct department. After explaining his problem for the second time he was told how to fix it and did so. Everything was fine, his problem was solved. However, the story is not over yet.

The technician with whom he was speaking continued to talk sharing with him that had he read the operators manual, he wouldn’t have had to call them at all. Funny he shared with me, he thought that was what they were there for. Again it was his fault!

Jack continued to tell me that when he explained that he had tried to find the solution in the trouble shooting section of the manual, he was told that they were not in that section. The technician said the people who wrote the manual (“they’) didn’t have a clue how to write it clearly. At that point Jack was thinking nobody in this company had a clue at lease a clue about to deal with customers. He had pushed the wrong prompt, if he had read the manual he wouldn’t have had to bother them. Again it was his fault. Finally, the people within the same cable company didn’t have a clue about writing an operators manual so that department was at fault too.

As a customer, Jack could care less who was at fault, he had only wanted his problem solved and perhaps some respect along the way. Have you ever experienced anything similar to this? Even though Jack’s problem was fixed, two days later a dish was installed on his roof. Another amazing thing was that I had previously spoken to their VP of Human Resources. The topic of our conversation was how blaming and making excuses, a lack of accountability, can destroy customer confidence and relationships. The VP assured me that they had no need. Talk about being out of touch with reality. We all need to understand and practice personal accountability. I wonder how many other neighbors heard Jack’s story. Please explore Personal Accountability and the QBQ! by using the QBQ drop down tab above.

Well, as believers in personal accountability, you know it’s not someone else’s job to understand me, rather it’s my job to work on being understood. In other words, I need to own the problem.

So, with this whole communication problem in mind, let me introduce you to a friend, who happens to be my speaking coach and writing partner—David Levin. Suffice it to say, I would not be what and where I am today if this wonderful gent hadn’t come alongside me in 1995. And that’s exactly why I am excited to share with you a bit from the Introduction of his brand new book, Don’t Just Talk, Be Heard. Enjoy!

John G. Miller, author of …

QBQ! The Question Behind the Question Flipping the Switch … Unleash the Power of Personal Accountability Outstanding … 47 Ways to Make Your Organization Exceptional —————————————–

INTRODUCTION: The Communication Gap

I was driving along one afternoon, not far from home, when suddenly I noticed police lights flashing in my rearview mirror. Really? I thought. For me? No. It can’t be me. I always think it is, but it never is. So I slowed down, moved over a bit to let the car pass. But … it didn’t pass. It stayed behind me. The siren blipped. Wow. It is me! I can’t believe it! So I pulled all the way over and stopped. The car stopped behind me. The officer got out, and approached.

To fully appreciate this story, there’s something you need to know about me. I can be a very literal person. When someone speaks, I tend to get locked on the specific words they use, and the literal meaning of those words. That may not sound like such a bad thing, but when the literal meaning is different from what the other person is really saying—which happens more often than you might think—it can get me into trouble. And this is especially likely to happen when I’m under stress of some sort, like, say, being pulled over by the cops. So, with that in mind, back to our story …

The officer approached. I rolled down my window. I was on high alert, listening very carefully, wanting to be every bit the good, cooperative citizen. He said, “Do you have your license and registration?”

Notice, please, he did not say, “May I have your license and registration?” No. What he said was, “Do you have your license and registration?” which is a completely different question.

I heard the question. I processed. Then, after careful consideration—and in my most respectful, humble, and sincere manner—answered, “Yes.” That’s it. Just “yes.” And then I sat there, looking at him, waiting for his next question.

Effective communication is the subject of this book, and that was not it.

How do I know? Well, the look on the officer’s face, for one thing. (Think, Dirty Harry.) Seriously? You’re messing with me? he seemed to be thinking. You think that’s funny? All right, wise guy, I’ll show you funny. And boy, did he. The charge: Going 42 in a 30 mph zone. The fine: $126. Hilarious.

So no, that was not effective communication on my part, and not just because of the ticket. The real problem was that there was a huge gap between my intention and the officer’s perception of me, between what I was trying to say and what he actually heard. Remember, I fully intended to be respectful and cooperative. That’s what I thought I was doing. But what he heard from me was essentially the complete opposite of that. How does that happen? How is it possible for there to be such a huge gap between who we are and how we come off to others?

This book is about that gap: The gap between intention and perception. …

Effective communication may be the subject of this book, but it’s really just a means to an end. Here’s what this book is really about:

• Building a better business • Being a better leader • Finding a job that’s more suited to you • Building stronger relationships • Being more successful at whatever you do

It’s just that communicating more effectively is the quickest—and best—way to get there. So, as you read through the book, keep in mind the real benefits of doing the work: It will help you reach your goals—and make a real difference in your life. —————————————–

If you enjoyed QBQ! and Flipping the Switch, both of which David helped me write, you will enjoy Don’t Just Talk. Considering how important communication is to anyone’s success, this book is a worthwhile investment. Click here to learn more about it. Good stuff!

John G. Miller

1.            What are my chances of success?

2.            Where is the value to me? (not money but self esteem)

If they answer the first question with something like,  “I can’t do it,” they will not try. It makes no difference what their manager or other people think, only what they think.

I have found so many managers are ineffective in dealing with this. Why?

I mention that because the manager uses the old motivation routine of saying things like, “You can do it”.  Bob does it, Bill does it, Joes does it and you can too. The motivational approach does not work.

Trying to motivate someone is a waste of time. Motivation is internal and personal. A person either has it or they don’t and if they don’t, we cannot synthetically put it there. What we must do is insure the person has the plan and skills to do the task. This is where planning, training and coaching enter the picture. Depending on the task, question the person to determine why the feel they can not succeed? Help them develop a plan for accomplishing the task and then follow up on how they are working it. If it’s a skill deficiency, train them in the proper skills to accomplish it. Role play with them. Praise their effort. Build their belief in themselves.

As a manager, if you feel this is the issue in question talk to them about the personal benefits to them in succeeding They don’t care about benefits to you or the team only themselves. People will try almost anything if they understand the purpose and see the benefits to themselves. Insure they do!

This does not qualify them to be an effective Leader. Too many managers think it’s their job to make their teams dependent upon them when in reality it’s their job to make their teams independent of them. You don’t rate Leaders on how badly the team needs them but what the team can do without the Leader.

Normally, when we promote a person to a Leadership position because they are a good worker we don’t end up with a Leader but a super worker, trying to get everyone on their team to do the job the way they did it and that kills creativity and the free flow of ideas that can allow us to produce more with less. Less people, but more effectiveness.

In 35 years of working with companies of all sizes the major problem I have seen is a lack of Leadership and team building and that stifles growth. Nothing is ever static, we are either progressing or we are regressing and too many companies are regressing because they see Leadership training as an expense and not a necessity. When times are tough, the first budget cut is training. Why? To cut cost, yet we have missions that state “People are our Greatest Asset!” We demonstrate that mission or principle through actions not just words.

We need to realize the true cost of training is doing nothing. We need to realize when we train a manager we are not just training that person, we are training that person so they will positively impact the entire team. Quit looking at how much money we a spending on a manager and start looking at how much the investment is in the team. Also, we need to realize there is not a classroom in the world that can produce a finished product, it requires us to follow up on any training we provide, and we follow up to do one thing recognize their positive actions. Praise their progress. As Ken Blanchard says catch them doing something right and recognize them.

Another aspect of effect Leadership in building belief and that is something I see little of. Generally managers are offering constructive criticism, an oxymoron I might add.  Criticism is not constructive, it’s destructive because it kills belief. Successful people believe intensely in three things. First a person must believe in themselves, they also must belief the company they represent and the products/services they provide, be they internal of external products/services. If there were only one point I could share with managers, it would be come to work each day to build your people’s belief in those three areas. It give our people and never do anything to tear down a person’s belief in one or more of those areas. Always praise their progress! Again, the problem with all this is most managers have never been trained in Leadership! If you believe “People are your Greatest Asset,” show them, provide training and support.

Mountain States Toyota, Denver, Colorado.

Why? Because they are outstanding!

Ask for Bengy Martinez—the happy salesperson with the big smile (email him at Bengy.Martinez@mountainstatestoyota.com). Let me tell you, Bengy is a star. And like every star, he has a supporting cast. In his case, sales manager, Matt Marr, and General Manager, Tim VanBinsbergen.

Some background: My wife, Karen, and I were not planning to buy two new vehicles this year, but a horrific May hailstorm—like none we’ve ever seen in our dozen Denver years—destroyed her Honda Odyssey mini-van and my fav “candy red” Toyota Tacoma longbed!

So, long story short, off to Mountain States we went, because we’d bought there before and have always been treated with dignity and respect. Well, low and behold there was a “pre-owned” (back in the day we called them “used”) Nissan Xterra for me—almost candy red—and another Odyssey van for Karen.

We bought. And all was well.

A few days later, I noticed the Odyssey’s back right tire looking soft, so I put some air in it. Honestly, I never thought much about it, until a June Saturday evening when our 22-year-old son, Michael, drove Mom and Dad to the Denver Int’l Airport to fly out for that long-planned cruise from Seattle to Alaska to celebrate our 30th. It was then on busy Peña Ave.—the only highway into DIA—we heard a “bam!” and a “bonk” and pulled over to find a flat tire. Yep, right side, rear.

Stupid! I thought. Should’ve gotten that tire fixed!

Decision time: Change the tire on the shoulder, call for a tow from the roadside, or try to go two more miles to DIA and let Mike handle it all. But Mike spoke up with, “Come on, Dad, let’s change the tire.”

“Oh, fine.” I responded, with absolutely no heart in it.

But then—wait for it—the problem that would lead to Bengy, Matt, and Tim becoming heroes presented itself.

There was no spare. Nor was there a Honda-specific tool to remove the wheel lugnuts.

My first thought was, I know it’s a used car that we purchased “as is,” but who sells a car with no spare and no lugnut wrench!?!?

So while calling for a tow truck, we limped on to the airport. Once there, we hugged Mike goodbye and headed to our gate. Fun way to begin the trip!

The next day, before we left Port Seattle, I emailed Bengy this note (abbreviated):

“Bengy, we bought the Odyssey from you and it had a bad back right tire from the start which blew out last night as Karen and I were being driven to the airport. We had to have the car towed to our home where it sits. Karen and I are now heading to Alaska and I’d like to ask what can you do for us? It’s not normal to sell an expensive vehicle without a spare and no way to remove the lugnuts, is it!? Thank you!”

After I sent my polite, frustration-laced note, I feared Bengy and Cast had only three choices:

1. Apathy. Do nothing.

2. Point fingers at the prior owner who kept the spare tire or at the “other department” who took the car into the dealership and didn’t check for a spare. And then do nothing.

3. Do something to help us, but charge us.

I did not really think there was a fourth choice, but that’s what outstanding organizations and people are all about:

Surprising and delighting the customer!

This, of course, causes the customer to send out a QBQ! QuickNote to 28,574 people. It also prevents customers from firing the organization!

So there we were, enjoying life on the “high seas” while the problem back in Colorado was getting solved. As Mountain States Toyota moved fast to excel, son Michael later texted me a suggestion: “Dad, you should write this story up as a QuickNote!” As a father, just that observation makes me proud, because we can’tbe outstanding, till we can see outstanding. I’m glad he saw it.

So, what was Bengy’s solution? Mid week, a tow truck was sent 18 miles to our home to pick up the car, tow it to the shop, and repair the tire. Cool, right? But then, on that Saturday night, Bengy, the sales guy, personally drove Karen’s van to our home, parking it in our driveway. When we arrived home Sunday, there it was—ready for “Mom use.”

The next day, joyful, helpful Bengy told me, “Finding your house in the dark out in the boonies was not an easy trick. I bet I passed it five times before I knew it was yours! But, no biggie—glad we got it to you!”

That’s Bengy, a happy guy who loves to serve—and sell cars. And that’s a good thing, since most of us need one.

Oh, and guess what? I later found out that the Odyssey model we have does not come equipped with a spare. This makes Mountain States’ actions even moreimpressive. Clearly, they could’ve said, “Sorry, not our problem!”

So, do you need a car? If so, go to Bengy and see what personal accountability and outstanding service look like wrapped in a really big smile.

John G. Miller