Category Archives: Effectiveness

Measure Up!

17 Wednesday May 2017

Posted by in Developing talent, Effectiveness, leadership, Management, Results

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If we worked together to take a snapshot of your salon’s culture, what would we find? If we examined the series of people, events, and decisions that led to your current situation, would we discover something planned and cultivated or something that, “just happened”? If you had it to do over—or better yet—if you were to be more proactive in the future, where would you start?

Lead by setting standards of performance.

I continue to find four key areas that we must proactively manage in order to drive a very large piece of our salon culture to ensure our long-term viability as an organization. Each of these areas must be a priority, they must be constantly explained, examined, and shared by every employee and manager, and they must be executed to a certain level of excellence. In other words, there must be standards of performance against which we all must measure up.

Revenue. Many, if not most, salons are not generating basic income-expense=profit/loss reports. Even fewer pay attention to them as fundamental decision making tools for planning their viable futures. I am not exaggerating: it would be better to redirect any/all money that you spend on coaching, consulting, and seminars each year and spend it on a bookkeeper every month. The two standards of performance we should work toward regarding revenue are:

  • Leadership: To understand and communicate the amount of revenue required to be profitable—down to a daily basis.
  • Team: To understand the share of revenue each person is directly (or indirectly) responsible to generate—down to a daily basis.

Technical Skills. This is the first thing it takes to make revenue. Our stylists, and other practitioners, must perform services if we expect our guests to pay us. All our schooling, apprenticing, and ongoing technical education must be in service to our technical skills. If you think about an assistant, recently graduated and licensed and newly hired, she wouldn’t claim to be a “stylist” just because she learned our shampoo bowl ritual. Similarly, we wouldn’t consider her a stylist if the only service she could perform were a blow out. Two standards of performance we should work toward are:

  • Breadth. To satisfy the broadest range of potential guests, in the most convenient way for them, every stylist should receive education to enable her to create a minimum set of cuts, colors, and styles. Then, with practice and eventual mastery, each of our stylists must be able to handle women’s short hair, women’s long hair, up-do’s, single process color, highlights, men’s short hair, and so on. The idea is to set a minimum performance standard around how many different types of looks each of our stylists can create.
  • Depth. This is about developing true mastery. Hearing about how to do a chin-length bob is different than attending a hands-on class. Attending the class is different than practicing on a mannequin, and that’s different than doing it for a model or a paying guest. Set a performance standard around the number and types of education, practice, and live performance each stylist must complete—and then measure his results on a consistent basis.

Guest Experience. This is the second thing it takes to generate revenue. In my opinion it is also the area that is talked about the most—with the least to back it up. Most salons I’ve worked with have a technical training calendar which they refer to as education. I’m not sure I’ve ever seen a guest experience or people skills training calendar. We need to set these standards of performance.

  • Leadership. Since it’s likely to be a new activity for us, the first thing we need to do is set a standard for how many guest experience and people skills classes we will conduct each and every month. The idea would be to start with one and then grow it to two, then three, etc. until we find an optimum number of “soft skills” training to balance and enrich our technical training.
  • Team. With virtually the same intent as our technical training, we set standards around how many types of classes each team member must complete in order to measure up to our people skills and guest experience expectations. The basics could be chosen from a list like: Intro to People Skills, Active Listening, Building Rapport, Making Conversation, and then move into experience stages such as Phones, Greeting and Check In, Shampoo Bowl, Consultations, and so on.

Personal Strengths and Development. Just because I’m writing doesn’t mean you’re reading. The same goes for setting performance standards—just because we set them doesn’t mean our team will take them seriously. This is hard work for everyone involved and it requires long-term commitment. The best way to start is by listening and communication not by dictating. I’ve always found that people are naturally motivated when they get to spend a great deal of time in areas where they feel strong. Let’s find out what those strengths are.

  • 1:1. One-on-one meetings are a must. They need to happen 3-4 times a month, last at least 30 minutes, and be guided by an agenda. Among other things, the agenda must include time for us to listen to, and get to know, each of our team members. Find out where they believe they are strong and compare that to your observations—and to the standards of performance you have set for the organization.
  • Development Plans. Listening and learning allows us as leaders to choose the best path for improving our team members’ performance from where it is to where it needs to be. Whether that’s revenue generation, technical skills, soft skills, or organizational behavior, try to avoid “fixing” everyone’s weaknesses, rather, start from a position of strength and build them up until their comfort zone expands and their improving confidence inspires them to take on new challenges.

 

Multiply Your Impact

26 Thursday Jan 2017

Posted by in Concentrating effort, Contribution, Effectiveness, leadership, Management

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Who gets promoted at your company? Who are your managers and what kind of performance did they demonstrate to earn their positions? Who deserves to have people “under them”?

People who are exceptional at getting things done, through their own direct effort, are often the first to earn promotions. As they begin to supervise, manage, and ultimately lead people in their organizations they soon learn:

What got you here won’t get you there.

In other words, the skills an excellent individual possesses are just the beginning of what it takes to be even an adequate manager and leader. Instead of promoting our best “doers” we need to ask:

Are you interested in learning how to achieve results indirectly—through other people?

The answer to this question must be a resounding, “yes.” Effective managers and leaders must first possess the desire to multiply their impact beyond what they were able to accomplish on their own. If they don’t want to make a greater impact, they will never acquire the necessary skills to lead and manage. They will simply set about doing their new job just like they did their old one, which often creates a confusing mash up of power and influence instead of entire groups of people working to create something greater than themselves.

As owners, leaders, and executives we also have to ask ourselves a question:

Are we ready to present the newly promoted with the knowledge and training to help them build the skills they’ll need to make the transition from super achiever to supervisor, manager, and future leader?

If our answer is yes, then here is what I believe is the underpinning of everything to do with mobilizing a group who wants to multiply its impact beyond what any one individual could achieve alone.

Inspire. As leaders our job is to inspire our team with a desirable future outcome. A vivid description that inspires our team to pool our individual efforts for the benefit of our customers, ourselves, our company—and even society—is our first task.

Buy-in. Once we paint a vision of the destination, our next objective is to earn the buy-in of each team member. Admittedly, this can be a detailed and, perhaps, messy step but it’s critical to get everyone “on board.” Sometimes that means some give-and-take or for some members to suspend their disbelief for a while.

Share. At this point average leaders will emphasize “how” they suggest “what” the team should do to get started. Some, falling back on their old skills as an individual doer, will even try to detail every step of the way. To be sure, we leaders have good ideas, but if we did our jobs correctly in hiring the people on our teams, what we need to share with our people is “why” we are setting about a task and then let them take on the “how’s” and the “what’s.” After all, that’s why we hired them, yes?

Own. The holy grail of mobilizing a group is when our teams move beyond buy-in and take an ownership position in our vision. That doesn’t mean mutiny or coopting our vision. It means their commitment to our vision is as strong as our own. It can be scary when someone else owns “your idea” with you but it’s well worth the emotional risk. Rest assured that’s what it takes to multiply your impact.

Communication Plan

05 Friday Aug 2016

Posted by in Concentrating effort, Continuous improvement, Effectiveness, leadership, Management, Results

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In an earlier post we explored the definitions of Leadership, Management, and People Skills. Among all the people skills, e.g., self-control, social awareness, and problem solving; communication is by far the most important. After all, what good is a leader, manager, or employee if s/he can’t convey basic information? As much as we may try we can’t read each other’s minds. That’s why communication is #1.

Information is the lifeblood of your organization. If information isn’t flowing in a regular, efficient, and predictable way you are starving your team of the very thing they need to adopt your values, purpose, and vision as their professional cause.

Here is a simple and effective way to set up communication within your organization.

Yearly. Once a year host a celebration for the entire team. Make it all about the goals you’ve achieved together, the goals and priorities for the new year, and a time to strengthen your emotional bonds. Whether your celebration feels like a business function or a flat-out party is up to you.

Quarterly. Every three months bring the team together in a business or semi-business atmosphere to discuss this year’s progress toward your goals and priorities—including financials. Spend 2-5 hours together sharing information, improving your plans, and figuring out how to do things better. Document your take-aways.

Monthly. This is the classic rhythm to conduct one-on-ones. It’s also the best time to share financial, operational, personnel, and educational details. Celebrate outstanding performance. Think: client champion of the month and major projects completed, as well as upcoming promotional events, etc.

Weekly. Start every week with 45-60 minutes of group discussion about your book, employee schedules, promotions/events beginning or ending, and news that affects everyone. It’s hard to get the whole crew together once a week so consider doing a conference call using a free call-in service.

Daily. Start everyday with a team huddle. Talk about your book, who’s working, and share any last-minute reminders. Use the daily huddle to help the whole team get into their client service mindsets. Feedback on performance should happen daily—as close to the example as possible. All good, of course.

Constantly. It used to be the only way to post timely information was on a white board. Use technology to communicate in real time, make documents available to anyone day or night, or start a new discussion. Dropbox and Google Drive are great for storing and sharing documents. Consider how social media like Facebook Groups and messaging apps can help with real time communication.

Leadership is a Verb

03 Wednesday Aug 2016

Posted by in Concentrating effort, Contribution, Effectiveness, leadership, Management, Results

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I searched amazon.com for “books on leadership” and it returned 21,000+ hits. I googled “leadership seminars” and received 76 million+ results.

Apparently, people buy products and services with the word “leadership” in them. It’s a lot like how the word “natural” or the word “organic” helps companies sell food (and haircare products). We know that we want those things even if we’re not precisely sure what they are.

Many of my clients struggle to develop a shared understanding of what leaders are supposed to do versus what managers are supposed to do. Here is how I define these terms simply and usefully. Please give this some consideration—it may save you a lot of reading!

MANAGEMENT

The manager’s job is to create results. When J. B. Say defined management in 1767 he said, “The manager is responsible for directing vision and resources toward greater results.” Of course, he’s talking about one person’s impact (a manager) on more than one other person (employees) in an organization.

LEADERSHIP

The leader’s job is to create priorities and then stimulate individuals and groups to take action. This definition tells us that “leader” is not a noun it’s a verb. In other words, a leader is not a special type of person. She or he engages in a special type of action, that is, pointing others in the right direction and stimulating them to pursue a certain end.

PEOPLE SKILLS

The ability to communicate, interact, and connect with individuals and groups. We all need people skills regardless if we are managers, a leaders, or followers.

STYLE

Leaders and Managers can do their jobs, using different styles, and almost any style can be successful. Prevalent misconceptions are that successful leaders have a particular style (e.g., they are charismatic) and that managers have a particular style (e.g., they are boring). The truth is that any style can work—as long as the person has the people skills to get others to work toward the organization’s vision, mission, and goals.

The Definition of Management

16 Thursday Jun 2016

Posted by in Effectiveness, Management

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The manager is responsible for directing vision and resources toward greatest results.” J. B. Say 1767-1832

Peter F. Drucker quotes J. B. Say’s definition of the entrepreneur in his book Management: Tasks, Responsibilities, Practices. My copy of Drucker’s  1974 seminal title comes in at 811 pages. Those pages contain endlessly fascinating lessons on management as a practice–so many that even the most diligent reader can get lost in the rich detail. That’s why I always come back to Say’s definition of the entrepreneur (which Drucker equates with management) as the fastest way to get perspective on what management is and what managers do. We direct our vision and resources toward the greatest results.

Management is not knowledge but performance. Furthermore, it is not the application of common sense, or leadership, let alone financial manipulation. Its practice is based on knowledge and on responsibility.” Peter F. Drucker 1909-2005

In an earlier post I mentioned that management is not about winging it. It bears repeating. Management, according to Drucker, “Is a practice comparable to medicine, law, and engineering.” As such, it is something that can be learned.

The first and last of those learnings should be that management creates results.

JB Say portrait

Jean-Baptiste Say

Going too Far

03 Friday Jul 2015

Posted by in Concentrating effort, Contribution, Developing talent, Effectiveness, Management, Shared values

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circa 1933: American film actress & sex symbol, Mae West (1892 - 1980). (Photo by Hulton Archive/Getty Images)

I like restraint, if it doesn’t go too far. Mae West

In my business experience, I haven’t met (m)any people who learned at home—or at school—how businesses essentially work or how to behave within an organization. Like other roles in our lives, mother, daughter, friend, spouse, etc., we learn by experience and figure things out by the seat of our pants.

In “What is Management?” I proposed the basis of how businesses work. I encourage you to come back to these 11 bullet points until they are second-nature. We spend so much of our time working in organizations while actually ignoring the context of business and its requirements of us as leaders, managers, and employees.

My clients often ask for my input on difficult employee situations that inevitably occur. I can’t remember a time when I didn’t begin my response by first reflecting on “How Business Works.” As I listen to situations, clarify goals, and probe for motivations one thing crops up time and time again—the issue of restraint, or self-control.

At a very basic level, organizations simply cannot function unless everyone has achieved some minimum level of maturity. We don’t work well together unless each of us takes responsibility for our own behavior and exercises control over our own urges which may come from any direction; absentmindedness, fear, power, self-image, control, and so on.

Management has a reasonable expectation that employees will conduct themselves responsibly, with restraint, and even professionally. Employees must take responsibility for their role at work, recognizing its basic requirements, the same way they take responsibility in their roles as mother, daughter, friend, and spouse.

Employees have a reasonable expectation that Management will conduct themselves responsibly, with restraint, and to “do” management instead of just tasks. It is on them to provide leadership, goals, clear communication, and constantly state and reiterate the importance of values, purpose, and the company’s vision. Management must take responsibility for their role in the organization and not confuse it with power, control, micromanaging, dismissiveness, and the like.

Mae West was quite a character. For organizations to excel what we need is a lot of character.

What is Management?

25 Thursday Jun 2015

Posted by in Branding, Concentrating effort, Continuous improvement, Contribution, Customers, Developing talent, Effectiveness, Management, Results, Shared values

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Most of what we call management consists of making it difficult for people to get their work done.
Peter F. Drucker

Because few of us have had bosses who were trained managers, and because few of us have received specialized training in management, we tend to think management is some kind of gut-feel thing. In fact, there is much that is known about management as it has been defined, studied, and systematically improved over the past century. Management is endlessly fascinating and, at the same time, it is not rocket science. For our mutual benefit, and so we have a shorthand way of understanding what we’re talking about when we say “management,” here it is on one page. Again, thanks and props to Mr. Drucker.

ROLE OF BUSINESS

To create a customer.

ROLE OF PROFIT

To serve as validation that customer needs are being met.

ROLE OF THE EXECUTIVE/LEADER

To know the Purpose, Vision, and Values of an organization and to constantly communicate them.

ROLE OF THE MANAGER

To make our work productive and to help workers achieve results.

There is a lot of study and discussion about how our memory works. Authors such as Malcolm Gladwell and Daniel Kahneman talk about the concept of “The availability heuristic.” Availability describes what’s happening when, “Something just ‘pops’ into our heads.” In the hustle-bustle of daily management, how we respond to (or lead) a situation is often determined by what pops into our heads. The results can be pretty random. Instead, I ask you to train your memory until the following model of how business works pops into your head. That will help you put things into perspective, help you lead for results, and solve situations in more effective ways. For every business situation you face it’s far better to rely on this model than to just wing it.

HOW BUSINESS “WORKS”

  • There is a customer need.
  • There is a better idea to satisfy the customer need.
  • Values, Purpose, and Vision concentrate the effort of multiple people.
  • An organization is formed to divide the work.
  • Each job is described so its contribution is clear.
  • People who share in the Values, Purpose, and Vision are hired.
  • Employees use self-control and contribution to guide the work they do and how they do it.
  • Customers are satisfied.
  • The business earns revenue, and eventually profit, as validation of its success.
  • The business shares their monetary and other success with employees.
  • The business invests so that meeting customer needs can continue.

A Framework for Your Brand

19 Wednesday Jun 2013

Posted by in Branding, Effectiveness, Shared values

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Branding Framework, branding

A Branding Framework defines who you are, what you stand for, and what you will communicate to your customers, team, and partners. There is an old saying, “If you don’t know where you’re going, every road will take you there.” A well thought out framework has a beginning, middle, and end—and all the points on the journey are well defined. Starting with anything less increases the risk that you’ll waste time, resources, and money, let alone confuse your customers and fail to inspire your workforce.

A Branding Framework also creates consistency. Consistency is important in the execution of any integrated marketing campaign (where each element of the campaign reinforces and strengthens every other element). And, it serves as the basis for constant iteration and improvement of past and current campaigns.

The key to adopting any framework is to adopt it once: Then pour your energy into execution and continuous improvement. The body of branding knowledge is replete with definitions, counter definitions, and terms that overlap. Our framework addresses what your business needs, and if used consistently, will accelerate the development and strength of your brand.

In the end, the real value comes from what the Branding Framework allows you to accomplish. So, when you find yourself asking, “Why am I putting time and energy into developing this framework?” remember the answers:

  • Create a shared understanding of your values, purpose, and vision
  • Set a strategy that will turn your customers into your brand advocates
  • Increase the power of your brand
  • Drive profitable growth

If you are curious about how to develop a Branding Framework for your business—complete with Statement of Purpose, Vision, Brand Promise, Ideal Client, and much more—please contact me. I would enjoy talking to you about your specific needs and the future of your business.

Jim

Lucavìa
gojimlucas@lucavia.com
lucavia.com
(925) 980-7871

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Change, Change Management

17 Monday Jun 2013

Posted by in Concentrating effort, Effectiveness, Management, Shared values

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Change management, Management, Shared Values, Knowledge Worker, Lucavia Consulting

In my experience, change management is too often code for designing “sales plans” to convince workers to go along with something management wants to do with little or no input. In many articles you’ll find advice on change management boiling down to a few useful points—if they’re used to help deploy the change, not to conceive of it. 1) Plan it 2) Communicate it, 3) Manage it, 4) Create a website, 5) Host local town halls/workshops/etc.

Referring to Peter F. Drucker, let’s take as given that it’s management’s job to, “…Plan, set objectives and think through priorities;…think through assignments and set standards…and above all take responsibility for its own work and performance.” (One’s management style may be very high in emotional I.Q. or very autocratic, but at the end of the day management must do its job.) Then, let’s accept that, “…In all these areas the worker himself, from the beginning, needs to be integrated as a ‘resource’ into the planning process.” (We know that knowledge workers tend to be highly motivated experts who derive great satisfaction in making a difference—and it turns out they don’t take direction particularly well.)

Looking at a potential change from this perspective we see how management is able to do its work in a way that doesn’t require intense selling because workers are involved from the beginning. By organizing responsibility, instead of relying on authority, management gets the worker involved in a way that promotes shared vision and shared responsibility based on the values of the organization. Then, when it’s time to implement, plans can devolve into work, much faster with greater concentration of effort.

In other words, like any good product or service, it kind of sells itself.

Jim

Lucavìa
gojimlucas@lucavia.com
lucavia.com
(925) 980-7871

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© Copyright Jim Lucas 2007-2013 All Rights Reserved