Guest Post: Serving It Forward by Chip Bell


Kalidescope by Chip Bell 02 2017.jpgAny post which starts with a lesson from one of my favorite films is sure to be full of thoughtful insights.  Any post by Chip Bell pretty much meets the Excellent Customer Service Thinking standard, whether he mentions a favorite film or not.

Chip’s latest book is Kaleidoscope – click the image to the left to learn more.

Chip is one of my most trusted sources of solid and engaging leadership thinking … enjoy the following slice, which provides my claim nicely:

 

Lawrence of Arabia won the academy award in 1962 for best picture. Given the current conflicts in the Middle East, I recently watched the four-hour movie to learn more about the cultural history of the area. Lieutenant T.E. Lawrence (played by best actor winner Peter O’Toole) was a British intelligence officer assigned to investigate the revolt of the Arabs against the Turks during World War I.  He embraced the culture and dress of the Arabs and organized a guerrilla army that for two years raided the Turks with surprise attacks.

In the early part of the movie, a poor Bedouin guide is hired to escort Lawrence across the desert to meet with Prince Faisal (played by Alec Guinness), the leader of the Arab revolt.  (Faisal would ultimately become King of Syria and King of Iraq pushing for unity between the Sunni and Shiite Muslims).  It was customary then for desert guides to be paid at the end of their assignment.  Instead, at the beginning of their journey, Lawrence gave his military pistol to the guide—a gift of great value and pleasure for any Bedouin.

What followed was a powerful example of “serving it forward.” The guide instantly gave Lawrence some of his food, provisions better suited to desert survival than the military rations Lawrence carried.  The guide then assumed a mentoring role revealing valuable desert survival secrets.  The timing of Lawrence’s unorthodox gift completely changed the dynamic of the relationship, with the Bedouin transforming him from “compliant servant” into “resourceful partner.”

Customer service is a reciprocal act.  Customers exchange money, time and effort for goods and services.  There are unwritten norms about how this mutual undertaking is performed.  Customers are expected to communicate their needs; service providers are expected to indicate whether they can meet those needs.  There are generally stated or implied expectations around speed, quality, cost, and so forth.  Both parties assume a modicum of respect; both assume the exchange will employ a measure of fair play.

Rosa’s Fresh Pizza in Philadelphia started getting a lot of publicity after their decision to sell single slices of pizza for a dollar. But it didn’t have to do with the price of the slice; it was about a customer-suggested idea for how to fund pizza for the homeless. It works like this: when customers buy pizza for themselves they put a dollar in a container, write a message on a Post-it note and stick it on the wall.  Any homeless person can come into the store, take a Post-it note off the wall and get a slice of pizza. Rosa’s has given away thousands of slices.

The principle of abundance is about giving more than is expected.  It is a proactive attitude of engulfing a relationship with emotional plenty without concern for reciprocity. An attitude of abundance is more the belief that if we employ a giver mentality, the customer will take care of the bottom line.   It is leading with an orientation of selflessness—of focusing on the customer first, not on the bottom line.  “Generosity,” wrote Khalil Gibran in The Prophet, “is not giving me that which I need more than you do, but it is giving me that which you need more than I do.”

Chip Bell.jpg

Chip R. Bell is a renowned keynote speaker and the author of several national best-selling books.  His newest book is the just-released Kaleidoscope:  Delivering Innovative Service That Sparkles.  He can be reached at chipbell.com.

 

 

Guest Post: Leaders Ready Now


Leaders Ready Now bannerAnother launch week, another useful and well-written title on effective leadership development …  

This post is an excerpt from the chapter 1 of Leaders Ready Now.

 

Whom Should You Accelerate?

Of course, acceleration can dramatically energize a culture, but that’s not its principal purpose. As we mentioned at the outset, the goal of making more leaders ready now is most urgent for those businesses imperiled by inadequate or insufficient leadership. For that reason, the fear that a new system will damage the culture must be answered with a clear business case and a strong communication plan to counter perceptions of exclusion. Leaders Ready Now will outline how to make that business case and how to make choices about whom to accelerate in a way that creates positive energy in the organization. Meanwhile, having gained a consensus that acceleration is a business necessity, you can anticipate at least some of the following general acceleration needs:

CEO and C-level acceleration: Naturally, having replacement plans in place for the CEO and members of the senior team is essential; nearly every organization with more than a handful of employees has considered the issue of succession, at least at the very top. But the replacement pool may be shallow, and again, the best way to ensure a strong succession plan is to set up an Acceleration Pool to develop and prepare potential replacements long before a position becomes vacant. Accelerating the growth of a small cadre of executives who can develop readiness for these critical roles is crucial to organizational stability and success.

Executive acceleration: The most common crisis that acceleration addresses is the absence of leaders capable of taking on executive level roles. Because the responsibilities and required skills in these roles increase so dramatically, the transition represents one of the most significant and challenging jumps in the career of any leader. And because the feeder pool for these roles is often stocked with individuals several levels below the necessary levels of capability and experience, failure is common, heightening the need for effective acceleration.

Mid-level leader acceleration: Some organizations also create pools that prepare individual contributors and frontline leaders to fill mid-management roles, where much of the organization’s execution energy resides and where many organizations have trouble building strength. Because population sizes are larger, these pools tend to be built and managed somewhat differently than executive-oriented pools, often with more cadre-based learning and growth options that equip leaders with core skills to apply to the challenges of mid-level leaders.

Global/Regional/Business unit acceleration: Multinational, multibusiness, or multidivisional organizations often establish pools for each unit to meet the needs of the separate groups. In some instances these disparate pools are managed totally independently of one another; others build in review sessions to create insight into talent across boundaries and to find opportunities to share and grow leaders who have awareness and capability across the enterprise.

Critical role-acceleration efforts: Not all acceleration efforts should focus on traditional leadership roles. Many key positions are technical or functional in nature or require a unique brand of creativity or insight that gives the organization a competitive edge. These positions might require special project leaders or innovators of new concepts, products, or methods. They might have typical leadership responsibilities, or their leadership might be more nontraditional (such as thought leadership) or lateral. Acceleration efforts should target these roles as well and take a pool or individualized approach based on the nature of the role and size of the group. For example, one global social services organization established an Acceleration Pool for its Country Manager position. In another case, a technology firm cultivated the development of three high-potential players for the role of Product-Design Executive—a highly creative role without traditional leadership responsibility

Given that not everyone can (or wants to) be a leader, generating more leaders ready now requires you and your senior team to determine which individuals and groups will be the focus of your acceleration investments. Executives must make difficult choices about whom to accelerate and when. Some organizations struggle with this basic point of departure, maintaining that differential development is harmful to the culture because it excludes some people from participating. This point of view is a nonstarter, because acceleration is not an investment in the culture; it is an investment in the business.


Matthew J. Paese, Ph.D., is Vice President of Succession and C-Suite Services for Development Dimensions International (DDI). Matt’s work has centered on the application of succession, assessment, and development approaches as they apply to boards, CEOs, senior management teams, and leaders across the pipeline. He consults, coaches, speaks, and conducts research around all those topics and more.

Audrey B. Smith, Ph.D., is Senior Vice President for Global Talent Diagnostics at DDI. Audrey’s customer-driven innovation and global consulting insights have helped shape DDI’s succession, selection, and development offerings, from the C-suite to the front line. She has been a key strategist and solution architect, encompassing technology-enabled virtual assessments and development aligned to current business challenges.

William C. Byham, Ph.D., is Executive Chairman of DDI. He cofounded the company in 1970 and has worked with hundreds of the world’s largest organizations on executive assessment, executive development, and succession management. Bill authored Zapp!® The Lightning of Empowerment, a groundbreaking book that has sold more than 3 million copies. He has coauthored 23 other books, including seminal works on the assessment center method.

 

“Purpose Junkies” …


Age and Life - Leider - Morguefile.com.png

Thoughts around my continuing exploration of the dual themes of our life purpose and positive aging …

I was struck by this quotation from The Power of Purpose: Find Meaning, Live Longer, Better by Richard Leider.  Okay, honestly speaking, I am struck by something on almost every page of this excellent little book.

I suppose one can say that some of us are Purpose Junkies, people who are on a continual quest for our meaning in life and trying to discern what we should do.  

Some say that this is navel-gazing taken to the extreme, while others dismiss our attempts to discover self by pointing out that we need to “get out into the real world, where things are dirty and brutal.  Just get a job and do it until you have enough money to not have to do it any more … Quit your whining” or similar.

IF ONLY I WON …

Continue reading

Viewpoints and Books …

Quote


Book and Glasses - Morguefile.comThe purpose of a good education is to show you that there are three sides to a two-sided story.”

Stanley Fish

I have often heard some version of the following:

There are always three sides to an argument about the truth:   My side, your side, and the actual reality.

This is most likely very true, and as you add participants, the number of possible “sides” grows.  We are all creations of our culture, our experiences, our beliefs, and our values.

No wonder we cannot all just agree to get along … we cannot even look at something without creating multiple interpretations.   As has often been said, at least by me, “Your terrorist is my freedom fighter”.

Why am I harping on this today?

No special reason, even with the political campaign in full tilt boogie spewing examples over the landscape of how people see the same objective things very differently, very subjectively.

Take a little time to look at this image and think about what it seems to show you.  Cultural Optical Illusion - Opticalillusions.com

We need to keep reminding ourselves that our natural tendency is to view people, things, and events through our personal lens, which sets up us to be influenced by our own biases, fallacious reasoning, and stereotypes … which we all have or experience in abundance.

About the image:  Western eyes usually see a family in a corner of a room with some kind of vegetation visible in the window.  African eyes see the “corner” as a tree and the window becomes a container balanced on a woman’s head.

We see what we are conditioned to see …

Education, especially the reading and discussion of books, can be one of several powerful tools to help us move beyond our own perceptions into the larger world, IF WE pay attention to the following suggestions:

… Choose books written to expand thinking, rather than control knowledge.

… Ensure that books are written in the spirit of discovery and curiosity, rather than the zeal of blind passion and persuasion.

… Select books that contain viewpoints with which we do not already agree.

… Discuss what we read with people that hold varying viewpoints and know how to talk, rather than just convince.

… Remember the sum total of all each of us individually knows is like a single drop of water in the ocean.

… Use what we learn  from books to support our own continued discernment.

… Avoid using what we learn as a weapon to convert others.

Books can be powerful  learning tools or dangerous weapons … as with many things in life, it’s more about how you use something.

Well, I feel a little more prepared to move forward thoughtfully now.  How about you?

Trying not to feel overconfident about my own learning path in the Heartland ….

John

 

Images:

Book and Glasses – morguefile.com

Optical Illusion –  http://www.optical-illusionist.com/category/double-meanings/

 

 

 

ENCORE POST: Refire! is Hot Stuff …


 

ME:  Slightly over a year ago, I reviewed this book.  Today I find myself immersed in the concepts of purpose, positive aging, and am spending considerable time figuring out how I can contribute to our generational rewriting of “retirement”.  I keep running into this book, as one of the essential resources for those interested in living a fuller and more meaningful live, right up to the last minute.

The post has been somewhat edited from the original, which posted on February 5, 2015, but my essential feeling remains the same:  THIS BOOK IS READABLE, THOUGHTFUL AND VALUABLE.

 

promo_03.pngSilly me … based on a cursory glance, I thought this book was about motivating employees to avoid firing or forcing them out.  

Prepared to slog dutifully through the text, notating strong points to share intelligently about the author’s message, I found myself instead absorbed in the perspectives being shared, reading rapidly, with frequent stops for reflection and margin scribbling.  This book engaged me on a very personal level.

Refire, Don’t Retire: Make the Rest of Your Life the Best of Your Life by Ken Blanchard and Morton Shaevitz is simply the right book with the right tone at the right time in the right place …

To refire is to approach life with gusto.  It’s to see each day as an opportunity for adventure and learning?  It’s to infuse passion and zest into every area of your life – emotional, intellectual, physical, and spiritual.  Heart, head, body, and soul. (pg. 9)

The authors understand clearly that “retirement age” does not mean what it has in the past for most of us.    We  want to continue to live significantly as conditions change around us and Blanchard and Shaevitz share four essential keys to help us do so:

FIRST KEY:  REFIRING EMOTIONALLY: 

“You can’t enrich your current relationships or forge new ones if you keep on doing the same things in the same ways.”  (pg. 31)

This section is about energizing our emotional connections and the strength that flows from them.  We know that change is essential to build strong emotional ties, but we are often prevented from changing because change involves risk.  We have to become brave.

Unless there’s a legitimate reasons to say no, you say yes! “ (pg. 41) says The Last-Minute Gang

This idea is the single most empowering concept in the book and challenging for many of us who have built comfortable and predictable lives.  Blanchard and Shaevitz encourage us to break out and risk by doing things we might usually pass on.  

This is especially effective when combined with the Nothing Ordinary rule:  

“ …a commitment to uniqueness … not to choose anything ordinary.” (pg.50) Continue reading