I had the privilege of catching up with Disruptive.Asia co-publisher Tony Poulos on the sidelines of the recent IoT World Asia event in Singapore. Here is the recap and video of the conversation.
Mark is a senior manager at a reputed MNC and I’ve been his coach for the past few years. He recently took up a new job with a team of three reporting to him. But within the first couple of weeks he noticed one of them, Tracy, showing resistance to his suggestions and initiatives. Soon she escalated to their general manager that Mark is a difficult person to work with, and work for. In order not to “rock the boat” the general manager promptly re-assigned Tracy to a new manager. Despite this change Tracy continued to spread unpleasant words about Mark at the lunch table and water cooler. His attempts to be more sensitive and garner her support were all futile, driving him to consider a new job search.
When Mark called me for guidance I told him I will meet him at his office. Reaching his office I took a walk around and observed his team’s work desks. Tracy’s cubicle stood out with a loud poster on the wall which said:
Very often we, managers, tend to miss or ignore such early warning “signs” in our sense of urgency proving ourselves at the workplace or meeting deadlines. In the daily grind we tend to forget that we are all eventually dealing with people – and every individual is unique. What triggers one to stay motivated could be a total deterrent for another.
Further discussion made it apparent that there was a fundamental culture chasm in Mark’s company, and these were the telling signs:
Managers ≠ Leaders
It is true – not all managers think or act as leaders.
Managers must demonstrate leadership by diligently communicating the vision and purpose of work, identifying what motivates their team, and keeping them motivated and committed. I covered these topics extensively in two of my earlier blog posts, you can read them here and here. Today’s leaders have an additional challenge at hand. As my ex-CEO John Chambers wrote recently, we have to go through “near-death” experience in order to make our companies great. In today’s digital world we have to constantly think of disrupting ourselves, else we will be disrupted and displaced. Managers have to act as leaders, and inculcate this culture throughout the organization.
The Culture of Change
If you want to be the best, you have to embrace change. From the top down, everyone in the organization must adapt and adopt this culture. In her most recent interview with HBR Indra Nooyi, the CEO of PepsiCo said “I told everyone that if they don’t change, I’d be happy to attend their retirement parties”. I encourage you to read the full article for the context of her statement, and also for some incredible lessons from her experience at PepsiCo.
When Lou Gerstner remarkably turned around IBM, it was through wide-ranging programmes of management culture change, and diligent focus on execution. In his book Who Says Elephants Can’t Dance, Gerstner says “The hardest part of these decisions was neither the technological nor the economic transformations required. It was changing the culture – the mindset and instincts of hundreds of thousands of people […] It was like taking a lion raised for all of its life in captivity and suddenly teaching it to survive in the jungle.”
Let’s re-look at Mark’s case now. It is apparent that his general manager showed poor judgement by instantly re-allocating Tracy to a new boss. A better approach would be to first have an open unbiased session with Tracy and Mark, and observe his communication style to learn what makes Tracy so sensitive about it. As a leader she should then coach her whole team to collaborate, ensure they all understand the company’s strategy and execution plan, clarify to Tracy why they hired Mark as a change agent, and reinforce that there will be more changes coming ahead, and for the better. Keeping Tracy happy is a myopic approach, because if she continues to light her short fuse the whole team’s future could be in jeopardy. As for Mark, building rapport with the team, and taking Tracy’s poster as a warning sign to adapt his communication and delegation style accordingly, could have saved him half the trouble.
Here are 3.5 things you can do as a leader to inculcate the right culture in your company:
Communicate your vision, strategy and execution plan all the time… simply, and consistently. Garner feedback, get people involved and aligned. Make sure everyone’s roles and responsibilities are clearly articulated, but don’t let them build silos.
2. Set an example
Be authentic, passionate, decisive, demanding, consistent, impartial, and firm. Be a role model for the whole team. Get the culture right, and be maniacal about driving it through the length and breadth of the organization.
Stick to the strategy and demonstrate in execution. Don’t tell them “this is how I do it.” Teach them how to fish, don’t give them a fish every time. Give them the tools to do their job. Understand every team member’s motivational triggers and sensitivities, and adapt your coaching style accordingly.
3.5 Zero tolerance
Do not tolerate mediocrity, and certainly do not tolerate people who are unable or unwilling to operate within the values – no matter how talented, experienced, or apparently successful they are. Remember that letting small things go unfixed can have surprising repercussions.
So are you are a manager aspiring to be a leader? Go ignite your people’s passions, not their short fuses.
A few days ago I had the opportunity to speak with a visionary leader. He shared with me that when building up a leadership team, his first and foremost criteria is for the incoming leaders to bring the right culture into the organisation. In his opinion this was far more critical than industry experience or relevant subject-matter expertise. It was an inspirational chat, and he got me thinking.
I have seen inexperienced HR managers turn away brilliant candidates because they couldn’t find relevant industry keywords in their CVs at first glance. It’s even worse when recruitment companies use automated keyword search on CVs to shortlist potential candidates. If managers get hired this way, how can corporations ensure building the right foundation for themselves? How will your team ever imbibe fresh out-of-the-box thinking into its culture?
A recent survey by IIC Partners revealed that the number one skill companies and Boards of Directors seek in senior executives is the ability to motivate and lead others. 68% of the top leaders surveyed (n = 1,270) said they preferred a senior executive who could motivate and inspire others more than they desired an executive who consistently performed well. The price of entry to corner office could be competence, but the measure of success is inspiring others. In an earlier post I had shared a similar sentiment about discovering the purpose of work. Leaders should be meaning-makers, and not motivation-breakers.
Clueless companies often expend tons of effort and resources conducting that once-a-year farce of an exercise called Employee Engagement Program. A lot has been written and debated about the skepticism of this practice (good read here in this article). But what most employees truly need is inspiration. They want to see their leaders walk the talk. They want to be motivated by managers who lead by example.
Ever wondered the distinction between customer satisfaction and customer loyalty? If I was your customer and I told you that your product/service was “satisfactory”, does that make you feel good? Anyone can satisfy a customer, but winning customer loyalty is priceless. Loyalty is an affirmation for the future. On a similar note, there is a clear distinction between an engaged employee and a motivated employee. A motivated employee will be committed to the future of the company. Motivating your people will go a long way toward building a high performance team than merely “engaging” them.
Are you are a manager who believes engagement is good enough? Motivation is not your cup of tea? Here are 3.5 things you can continue doing:
1. Keep on talking about financial results
Your Board cares about your company’s financial performance, but what about your employees? Studies have shown that many employees care more about the impact their company (and their work) has on the society than about its financial performance. Great leaders will build a culture where they mould their teams to think more than just stock prices and profit dollars. By motivating this way, their teams will elevate their mind-set and loyalty from ‘engaged for money’ to ‘motivated by purpose’.
2. Dig deep in the blame game, and forget the “We” mindset
Managers often ask “Why are you doing this… Why are you not doing that…” questions when things don’t go well. To unmotivated employees these questions appear as blame and criticism. There is always a reason or two behind employee non-performance. Inspiring managers will approach on the ‘We’ mindset instead to uncover those reasons. “What can we do to help?” and “How can we fix this problem together?” This approach avoids the blame game, and instead gives team members the opportunity to reconnect with their company, and also learn and develop further.
3. Spend more time micro-managing, and less time inspiring
One common trait of busy managers is they spend a lot of time attempting to micromanage and control the activities of their employees. Individuals who work for such managers are often less committed and unproductive. I admit that it might appear more productive to micromanage their work, or even roll-up your sleeves and do things yourself, while it can be difficult to take time out of your busy schedules to spend quality time inspiring others. But remember that leaders who take an inspirational approach form closer relationships with their employees and have more focused, more motivated, and highly committed team members working under them. These employees also stay in their jobs longer than the unmotivated ones.
3.5. Apply the same inspirational approach on everyone
Ok, so you have outgrown the micromanagement and employee-engagement mindset. You are a budding inspirational leader, and you have set aside quality time to motivate your team. What next? The question you need to ask yourself is If I could do something to influence the emotional state of the people around me, what would it be?. The answer: It depends on the individual. Some of your team members may need the feel to be connected, some need to feel informed, and some others competent. You can’t apply a one approach fits all theory here. List out your team members and write down the emotional state you plan to nurture in each of them. Your inspirational leadership radically changes when you value your team’s emotional states, and motivate them appropriately.
Building the right culture is indeed the most critical element in setting up a solid foundation of any successful organisation. Everything else will follow. Hire inspiring leaders who can think and act strategically. Let them inspire and motivate their teams to deliver best in class performance. Be maniacal about inspiring your team, but don’t be a micromanaging maniac who destroys the team’s motivation.
In 2014 McKinsey published an insightful article that provided a great perspective on ASEAN – the seventh largest economy in the world, its multi-dimensional diversity, its high growth potential, etc. Most western multinational Companies recognize the importance of entering this market, but they tend to look at the exciting stats, build strategic growth plans without truly understanding the complexity of the market, and eventually go down making losses. ASEAN is just an example here, this is also the case with other emerging markets like China, India, Latin America etc.
Emerging markets are complex in nature, but they don’t have to be complicated. We often complicate things ourselves by not understanding what makes these markets unique, and by not building a clear strategy and execution plan.
Have an emerging markets business in your portfolio that you want to destroy? Here are 5.5 things for you could consider:
1. Do not create localised products
Differentiate, or Die – that’s what you need to remember if you want to win in emerging markets in the long run. If you don’t develop and deliver localised and customised products relevant to the market, your business will die a slow painful death. It might be a smart approach for large multinationals to enter emerging markets focusing on the premium price segment. But do remember that this space is not a safe haven forever. If you don’t do continuous, agile, product innovation and branded differentiation, competitors will eliminate you from these markets in the long run.
2. Ignore your local competition
Asia is arguably the most competitive market to do business in. FSG has a brilliant blog post on this topic. Many Asian competitors operate in a factory model. Vertical integration, low cost production, extremely lean OPEX model, aggressive management that drives volume share gain as their key KPI – add up all these and you have a tough battle to win if you are a multinational corporation. If you don’t plan a differentiated product roadmap and a consistent brand superiority strategy across all touch points, you will lose the battle over time. Needless to say, this needs a very disciplined cross-functional execution model.
3. Do not build a dynamic distribution strategy
Most emerging markets have a fragmented multi-tier distribution model. See this China example. It is not a walk in the park to tightly manage all tiers of distribution and ensure inventory sell through and revenue growth. Yet another decision MNCs face is to operate via distributors vs. going direct. You need to consider multiple factors before making a decision to go direct – including your targeted geographic and channel breadth, your distributors’ appetite to grow, their support infrastructure to help you scale your business, your own organisation’s constraints on OPEX spend etc. If you do not build a strategic distribution plan that addresses all these factors, you will eventually fail.
4. Live and breathe the mantra “one size fits all”
One size doesn’t fit all when it comes to emerging markets’ channel landscape. For instance, if you are an FMCG company you will quickly learn that the levers to pull to gain mindshare and win at small format resellers are totally different from that for a large format retailer. One way to avoid the pitfall of doing the same thing for everyone is to properly segment your customers. Rigorously implement this across the value chain, and repeat this segmentation exercise on a regular cadence to see how things change as you scale and grow.
5. Operate with myopic investment mindset
The myopic mindset is to look at past years’ results and make budget and investment decisions. Really dumb executives tend to react to market volatility by thinking short-term and re-directing their investments into mature markets. Some even eliminate headcount in their emerging regions, citing excuses that they can return to the market when the market is ripe again. I have seen some companies setting myopic KPIs which prematurely kill any future growth-oriented investments for these frontier markets. Want to fail? Continue doing these things.
5.5 Build the same operational model for emerging markets and mature economies
Asia is a unique region – you have some of the most transparent economies next to some of world’s most corrupt nations. Political changes could happen any time and they will influence your decision-making. Currency fluctuations could catch you off-guard. Regulatory systems may be immature, and in some cases non-existent. If you are operating in a highly regulated industry (eg. healthcare) expect to experience tons of roadblocks that you will have to patiently remove as you make your way into growth. Be prepared to get surprises from regulatory bodies and authorities like Customs. A sure-fire way to failure is to ignore all of the above, build no rapport with the authorities, develop no government engagement strategies, and do business like how you operate in developed economies.
As multinational companies start to look for growth it is normal to have an eye on emerging markets. My advice – don’t set yourself up for failure. Understand and acknowledge the challenges of operating in this environment. Attract and retain senior-level talent who have “been there & done that”. Prepare for roller coaster rides. Things will be complex here, but don’t become the moron who makes it complicated.
It’s been a long while since my last post. Meanwhile another year has passed by … and 2015 is off to an excellent start. A few hours to kill in transit here at the ANA suite lounge at Tokyo Haneda airport, on my way back from CES 2015, and that’s enough time to post a short update – my first for the new year.
First, I’d like to say a big thank you to all who came by our booth at CES. Thank you for the fruitful meetings.
CES doesn’t really impress any longer with ground-breaking new technologies. But every year we notice some of the tech trends solidify further with incremental innovations. My biggest takeaways from CES 2015 were:
Be it streaming a 4K video, or controlling all those appliances in our homes, or paying for a high calorie dessert, or monitoring our stats while we jog and burn the calories from that dessert, or driving our cars, or steering our drones… all of the above trends will have some sort of convergence into a smartphone App.
So what am I going to do about all this right now?
I will sit back here at this lounge with my nice hot cup of tea, and watch the news of so many unfortunate things happening around us, especially in Paris. I hope and pray that people will stop all this nonsense and learn to live in peace in this new year.
If our eventual objective is to kill each other for whatever reasons, who are we building all these amazing technologies for? On one hand we want our homes to get smarter, while we ourselves are acting so stupid.
So let’s all live peacefully, respect each other, and value humanity. Let that be our new year resolution.
“I hate waking up every morning and going to work. Can’t wait for the weekend to come.” At some point in time or another, am sure you’ve heard your friend or colleague say this to you.
Ever wondered why? …that terrible train ride? the mean Manager? a pathetic pay? Well you could be right, but I believe the real reason is that they have lost their purpose of work.
Do you, as a leader, help your employees find their true purpose of work? In their book “The Why of Work“, Dave and Wendy Ulrich ask “How do great leaders create, for themselves and others, a sense of abundance (meaning, purpose, hope, pleasure) that not only engages employees but also delivers value to customers, investors, and communities?”. That is exactly what we leaders ought to do every day.
Why is Purpose (or Meaning) so important?
Let me start with a story first (I love stories, by the way). A boy was walking along the woods one hot summer evening and he came across three workers at a construction site. All of them looked dirty and sweaty by the end of the day. The first worker looked very tired and dejected. The boy asked him what he was doing, and he replied “I am nailing these wooden planks”. The second worked had a tired and unhappy expression on his face. The boy asked the same question to him and his reply was “I am building a house”. The third worker, despite the summer heat, looked happy and was whistling a tune to himself. When asked what he was doing, he cheerfully replied “I am building a home for a family”.
No matter what your job, it is there for a reason. When you understand that reason – and how it makes the world a better place for someone else – you have figured out the meaning or purpose of your job. An individual who truly understands the purpose of her job will be happier and more engaged in her work. You add up each and every such ‘engaged employee’, and that’s when you get a great team, a great company. From the CEO to managers to employees, everyone will feel aligned to the common goal of the company… and your customers will feel that difference.
The 3.5 things you should NOT do as a Manager
Leaders should be meaning makers. As a leader you should set a direction that your team will aspire to follow. If you want your team to discover their purpose of work, avoid making the following mistakes.
1. Write a fluffy meaningless Mission Statement
Many companies come up with mission statements that are banal platitudes like “We shall deliver highest standards of professionalism to achieve sufficient profits”. Compare it with that of Southwest Airlines: “The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.”
Create a mission statement that differentiates your company from the rest, one that defines ‘what business your company wants to be in’, one that is meaningful to all stakeholders, and most importantly one that inspires and excites your team to wake up every morning and feel happy and proud to go to work.
2. Create hierarchies and titles that demotivate people
Hierarchies and reporting lines are important to ensure proper functioning and accountability. But if they create a culture gap, if people start to become demotivated because their job titles make them feel inferior to others, you are doing something totally wrong. As a leader you should develop a corporate culture that makes every employee feel important. I often reiterate and reassure my team that their job is as important to the company’s success as our CEO’s. Whether the person is a CXO, a janitor, a sales executive, a clerk, a manager, an accountant, you name it, every job is equally critical to the company’s success in its own way.
3. Set individual goals that do not align with organizational goals
Always connect your team members’ personal goals to the company goals. In an earlier blog post I mentioned how in my company we ask employees to list down what their target performance objectives should be, instead of Managers pushing these goals top-down. This is a great process where you, as a leader, can steer your team’s KPIs as well as their motivation and drive in the same direction as your company’s overall objectives. In this process the Manager is just a facilitator, helping her team take individual ownership by reflecting on the core purpose of their own respective jobs.
3.5 Ask the “What” question instead of “Why”
Very often we tell our team what to do. We make project plans, WBS, PDCA cycles, action items with owners and deadline assignments, etc. These are all the “whats”. How often do we tell them the “whys” or ask them the “why” questions? If you sense one of your employees appears disengaged, have an open conversation with her. Instead of asking what are her current activities, ask her “why are you doing these”? With this “why” question you can allow her to explain, in her own terms, the following:
Most people want to know their work means something positive to someone eventually. But they are often left clueless because their leaders don’t take ownership to help them in that process. Follow the above 3.5 steps, start helping your team today. Turn them into a truly engaged team by making them realize they are not simply nailing boards, but building a dream home for a happy family.
“Every manager is an HR manager.”
When I was in Hong Kong last week, I saw this adage in a presentation by our regional HR Lead. I must’ve seen it a hundred times in my career. But this time I decided to meditate on it because it dawned on me that when the times are tough, when the economy is taking a roller coaster ride, when you are in an industry where margins for error are as thin as a strand of hair, when your competition unleashes a war on you with price as their prime weapon, the morale of your team goes south… and then this statement starts to make a lot more sense to all of us managers.
They say “Performance = Ability x Motivation x Opportunity”
As managers we are all responsible for the performance of our teams. It is our job to recruit the right talent, and then lead, facilitate, motivate and develop them. But is that the reality?
Are we doing it all right?
More often than not, our interviews assess people on their Abilities. We build up tons of training programs and resources to further sharpen their aptitude and technical/functional competences. But how seriously do we assess them on their Motivation levels? Do we ensure that they feel valued, involved, engaged and committed, once they join our organization? And how often do we create the right Opportunities for them to perform, to develop, to grow into leaders of tomorrow?
What we often see is companies placing their people in 9-block grids or on bell curves to run statistical analyses. Employees are told they are the most valuable assets, and then treated like a liability. And if they did not perform, managers chart out action plans for them without taking time to validate the most important thing: were they motivated enough to perform in the first place?
It is often said that employees don’t leave organizations, they leave people. I believe that. Employees leave their managers (or their management) most of the time. Am sure we have all read the stats that attrition costs the typical company 125% of the employee’s salary. We can all argue what is the right figure, but the point is loud and clear: If we keep our teams motivated and give them the right relevant opportunities to grow, they will perform to their best of abilities. But if we fail to do so, it will cost us dearly.
1) Get to the root cause of poor performance
As the Chinese proverb goes, “For every hundred men hacking away at the branches of a diseased tree, only one will bend down to inspect the roots.”
Before you can fix performance issues, diagnose it. Is it really due to the employee’s lack of Ability? Or was there a lack of Motivation? It is very easy to establish whether Ability was the factor. Ask questions like the following ones to yourself and your peers:
If you feel any of the above are true, perhaps these people have been poorly matched to their jobs. Or they might have been promoted recently to a position that is too demanding in terms of skill set. You can then apply the following approaches to fix such issues.
a) Listen to the employee’s frustration points and offer help with renewed set of resources. Ask them what additional resources they might need to complete the tasks effectively. This is how you establish with them that you are willing to listen to their problems and here to provide support.
b) Provide training. In today’s world it is very easy to get outdated with trends and technologies and developments. So putting the employee through a focused training program often helps quickly resolve the aptitude and skill gaps.
c) Job rotation or re-assignment. If the employee is a great asset and her job allocation was poorly done upon hire, you can still keep her in the company by re-assigning her to a different team/job where her true skills will be beneficial to you. For example, a marketing executive could be re-allocated to your sales team if you find that her skills are a better fit there.
If the above three do not apply, you might have to let the person go. But in order to decide that, you need to ask yourself the following very important questions:
Was the employee Motivated?
Was I being fair to her as a manager, and did I offer her the right Opportunities?
2) Improve your team’s motivation
If you did the root cause analysis diligently and established that employee Ability was not the cause of poor performance, it’s gotta be a Motivation issue. As a manager it is your responsibility to create a motivating environment for your team to work. This is not a task of HR department alone. How can you do it?
a) Evaluate your organization’s motivation level
A brief survey, an occasional informal discussion with randomly selected employees, a chat at the water cooler or pantry, it really doesn’t matter what mode of “listening” you employ, the most important thing is that you listen to your team. Diligently. And genuinely.
b) Work closely with your employees and create a motivating work environment
You can help create the right motivation levels by jointly setting performance goals with the employee, regularly (and genuinely) assessing performance, and creating provisions for performance feedback.
In my current job we let the employees present to their managers what they believe their goals for the next year are. This opens up a great positive dialogue between the employee and the manager, and also garners the ownership (and hence the right motivation) from the employee throughout the year. Your HR leader can help you with tools for SMART goal setting, should you wish to formalize the process. Locke’s goal-setting tool is one widely practiced process, you can refer to here.
Performance feedback is the most critical among all. Do it in a timely fashion, be accurate, open and honest, and create an environment that acknowledges the successes of employees.
Rewards and recognition
Rewards and recognition play a very important role especially when the times are tough and if your company is going through a downturn. This can create unprecedented upswings in motivation levels of your employees. I have seen businesses turn around in amazing fashion by the act of a single leader who kept the team motivated and recognized the great efforts by the team. It is also important to remember that rewards and recognition need not always be monetary in nature. If you clearly understand what motivates your team, you can link your recognition and rewards to it.
Team motivation can also be improved by improving communication. In one of my previous companies we used to have regular town-hall meetings, informal lunch gatherings (we were a few hundred employees) with lunch buffet served at the premises, functional team outings, team building exercises, etc. And we built one of the fastest growing profitable businesses in an industry notorious for low profits. As business managers, every time we returned from customer visits around the globe we would set up sharing sessions with the whole team – engineers, software developers, product testers, everyone. This was the best way to share with the team how our strategy and execution were going hand-in-hand. And that motivated our team to ruthlessly steal market share from our competition.
3) Create Opportunities for everyone
If your team believes that you are facilitating opportunities – both in their day-to-day work, and for their future career development – they will perform at their peak.
Here is what worked for me in the early years of my career:
My manager asked me to draw up my career road map. He wanted me to project on a timeline what I wished to do 10 years out. With that goal in view, he then asked me to work back on my 5-year plan, and then a 3-year plan. I was asked to further divide the 3-year plan into half-yearly and quarterly plans. Now that started to get very interesting as I immediately saw Ability gaps in my plan that would prevent me from achieving my 5-year and 10-year goals. Then he had my HR manager work with me on a training program and leadership development program that would help me become who I wanted to be in the next 3 and 5 years.
He didn’t leave my career progression in the hands of HR. He then personally put me up on a leadership development assignment in Dubai, coached me meticulously, and then gave me an added senior role in a Joint Venture business unit within the company. He constantly challenged me to take on responsibilities above and beyond what I thought I could do. He diligently created growth opportunities for me. And 10 years down the line, I am doing more than what I had charted out in that road map back in 2003.
Managers, my message to you is simple. Create opportunities for your teams to perform, and to grow. Opportunities trigger Motivation. And Motivation sparks the team to pull our their best Abilities… and that’s how they Perform. Now you see how they are all interconnected.
In all of the above areas your HR leaders will play an active role along with you. However we, as managers, need to take the lead and drive the organization forward. Our teams are our responsibility, and their well being and career progression are our duty. It is our task to facilitate their performance and help them develop into next generation leaders. Those who rely on HR managers to do this task are not worthy of being called a manager, because every manager IS, and should be, an HR manager.
Every day we communicate with people via many modes: face-to-face conversations, phone calls, emails, snail mails (who sends them these days?), text messages, you name it. We communicate professional and personal stuff. Though we all recognize the importance of proper communication, what we don’t realize often is that we tend to make fundamental communication mistakes that can cause serious consequences such as angry clients, lost business, tarnished reputation, or an upset spouse.
Here are 5.5 common communication blunders found in work environment… and the good news: they can be easily avoided.
1. Not preparing properly
Whether it’s a presentation, an important email message that you are about to send out, or an important conservation you are about to have with somebody, it is essential that you prepare and plan your communication carefully. Create an intelligent, credible and compelling message that can be understood by your audience.
2. Not proof-reading/editing your work
Mistakes such as spelling and grammar errors will make you look silly and careless. Do not rely on spelling checkers because they won’t pick up words that are used incorrectly. Did you notice that I had inserted an intentional spelling error in the above paragraph? I used the word ‘conservation’ instead of ‘conversation’? A spell check tool will never pick that up.
Do not misspell the name of the recipient. It is an insult.
And how about sending that email to the wrong person? Email clients tend to pick up names from the address book as you start typing the name. What if you accidentally sent out an extremely confidential internal company document to some random guy in your friend’s list (who happens to work for your competitor)?
Another annoying thing I see is the incorrect use of words such as “your/you’re,” “their/there”, “it’s/its”, “effect/affect” etc.
It’s not always easy to spot your own errors so you may want to consider asking one of your colleagues to proof-read the content before distributing it.
3. Assuming that your message has been understood
Email clients can notify you when your message is delivered. But do you know if your message has been understood? You can ensure this by prompting the recipients to respond with questions, or by asking them to repeat back to you what the key take-away of your message was. It is a big big mistake to assume that the recipient or audience has understood your message.
4. Not being assertive
Being assertive is about stating what you need, while taking into consideration the other person’s wants and needs. Being assertive is often confused with being aggressive. Aggression is pushing your way down someone else, and that is not what you want to do to anyone. Assertiveness also means saying “no” when you need to, and saying it in a smart and agreeable manner.
5. Reacting instead of responding
How often have we seen people shout back at somebody, or send a nasty email reply in haste? These are all emotional reactions rather than calm and careful responses. This is what spoils your reputation and upsets people around you. I have known people who lost their jobs because of this.
When feeling emotional rage, tell yourself to calm down… turn off that email client or your computer… step away from the situation for a couple of minutes… do whatever it takes to regroup yourself and get back your composure. Those few minutes are perhaps worth your career or relationship.
5.5 Delivering bad news over email or text message
Am sure you saw that hilarious Facebook post going viral about the guy who broke up with his girlfriend via SMS. If that was laughable and childish, how about laying off someone in your team over email or Whatsapp? Sending difficult messages is not an easy task, and it demands softening the message with non-verbal cues such as body language and tonality.
If you need to deliver a bad news to someone, do it in person. Think of the sensitivity and the emotional state of the recipient before you plan to do so. And be available immediately to actively listen and to take questions from them.
We all make communication mistakes once a while. If you can work on the above and avoid these common blunders in your day to day life, you can certainly protect your reputation and maintain your relationships. Over time this will help you achieve greater job satisfaction and to develop into a credible leader and team player.
When my most recent blog post hit facebook, one of my dear friends asked me this in response: “Tell me what diff it makes to consumer….whether he buys a Belkin or Linksys or Motorola router…..as long as his internet provider st[r]eams a good bandwidth”
Now, price is certainly not a concern for him (he works in Wall Street) 🙂 So what makes consumers like him wonder if their Router brand is relevant or not? Simple: many of us don’t know that irrespective of the internet speed (bandwidth) delivered to our homes by our Service Provider, the throttling factor for performance in the home is the Wireless Router.
Let’s say you have a 20Mbps broadband subscription at home (in Singapore you can get 1Gbps fiber broadband for $39/month). Basic applications such as emails, web browsing, listening to online music etc. can be all done pretty well with 1-2Mbps bandwidth. The most bandwidth intensive application in a typical home is video streaming. Even for that, a 720p HD video needs only about 3-4Mbps. If you want to go extreme and stream a Blu-ray quality 3D video that would consume ~10Mbps. Agree, the cloud (server) from where you are downloading a file or streaming a video will also have a bearing on the transfer speed… but all those factors being the same, you should still have sufficient bandwidth left in your internet pipe for your other devices, isn’t it? But then why is it that your YouTube is still buffering? Why are the kids complaining that as soon as the Smart TV in the living room is turned on, the internet access slows down on their study PC, or their facetime chats stutter?
Only one reason: your Wireless Router sucks big time!
If you are using an old technology (Wireless-G, Wireless-N) Router it is highly likely that there is interference with other radio signals in the same 2.4GHz frequency spectrum. No-name cheap Routers use poor quality antennas and electronics which dramatically degrade the performance. Many of these Routers may be using a single antenna configuration (seen in their data sheets as “1×1”) which means, one antenna to transmit and one to receive. This would also mean poor signal strength when multiple Wi-Fi devices are turned on. As many of these off-the-shelf products come from OEM manufacturers they won’t bother to build in any types of QoS (Quality of Service) capabilities into their software. Picture this: you install the best water supply system and plumbing system in your home, with a large pipe that brings lots of water into the home uninterrupted 24/7. And then you mount a tiny, old, heavily-clogged shower head in your bathroom. Good luck with your shower, isn’t it? 🙂
Industry-leading brands like Linksys and Belkin deliver high performance Routers that use latest Wi-Fi technologies such as Wireless-AC or Dual Band Wireless N. The antennas and electronics used are best-in-class, and there are even multiple antenna configurations such as 3×3 or 2×2 for better transmission and reception of signals. The software inside these Routers are custom-built with QoS enabled. Linksys Smart Wi-Fi Routers even allow you to choose which device or application in your home should get the bandwidth priority. That’s what will ensure lag-free gaming, jitter-free Netflix movies, buffer-free YouTube, crystal clear Skype/facetime conversations, all at the same time.
There’s one other point worth mentioning here as well. Most of us believe that the home network performance is directly related to internet speed from the Provider. With so many connected devices and multimedia content in our homes these days, what we often forget is that we are not always streaming and consuming content directly off the internet. You might have a desktop PC or hard disc (NAS) at home where you store all your ripped/downloaded movies, TV series episodes, music and other stuff. What if you want to stream them to your Smart TV? Yet another reason why you need a robust and high performance Wi-Fi Router such as a Linksys or Belkin Router at home.
It doesn’t matter how much you spend every month for your blazing fast internet connection… if you are using a lousy Wi-Fi Router, your home network will suffer. Switch to a Linksys Smart Wi-Fi Router today and experience the difference.