Eliminate the "On the Run" Leadership Style

Robert runs a high energy business with a dedicated team. At least on initial glimpse this is the impression someone might get as they wait in the lobby. The reality is the team is floundering for any life line they can get just so the business stays afloat. Communication is usually restricted to brief directions given as Robert runs out the door to the next important meeting. Often, the orders shouted out on the run contradict a previous task already identified as critical. It is up to the staff to interpret which task really is the priority and act accordingly.

As a direct result of this "on the run" leadership style, the staff has learned to distill their questions to the absolute priority level and push aside anything that doesn't involve stopping the boss during an obviously busy day. Procrastination, desks piled high with things to address and quality control issues surface compounding an already hectic environment.

Needless to say, the ball gets dropped and the client ultimately suffers. Now let's add into the mix the absolute need for the team to prospect on a consistent basis which, in turn, will ensure that business continues to come in the door. If systems aren't in place to manage the life blood of a service oriented business, the resulting disorganization can result in unreasonable levels of stress and an "always catching up" type of mentality.

The ability to balance current business with effective prospecting is an art--but it is an art form that can be learned as long as the parties involved are willing to dedicate attention to the details.

My suggestion to high performing teams is to learn to "slow down up front in order to speed up at the end." That means business owners should take the time to tear apart the way things are done, analyze the effectiveness of current systems, design job descriptions and install contact management software that makes sense after having in-depth conversations with the staff who run the operation on a day-to-day basis. It means asking the right questions of the clients who have hired the team and waiting for the answers before formulating a plan for that client. The more information that is gathered, the better decisions can be made for continued growth.

All of this requires a desire to communicate effectively and to be fully present in the moment when giving direction to staff. The power of a daily 30-minute team meeting will become fully evident after the first week. The process of synchronizing the client activities and team priorities becomes easier over time which, in turn, will allow time each morning to concentrate on enhancement of existing technology and services.

With the "fully present" approach to leadership and client handling, relationships will become more productive with staff, peers and the client base. It is truly astounding how much time is wasted fluttering around in confusion. With a sharp focus and task directed team, stress is reduced and the systems begin to run in an effective and logical manner. Suggestions as to how to do this include:

1. Make it a habit to create "to do" lists that are time sensitive, also including items that will have a significant impact on the bottom line. For example, anything to do with client satisfaction should always rise to the top of the list (return calls, handle and fix a complaint), as well as ongoing prospecting efforts which include press releases, mailing, newsletters, etc.

2. Create a client contact process that becomes an embedded part of the team culture.

• Design a client survey which can be delivered by mail or by email with a reward to the client for completing the survey. Ask questions of the client that have a direct relationship to the service delivery process as well as perceived benefit of the company. The more your brand of service is appreciated by the client, the better chance you have of creating advocates and long term profitable relationships.
• The business owner makes a telephone call to the client ten days after the service delivery asking "hot point" service level questions unique to the team. The power of the "big guy" connecting with a client of the team is immeasurable in terms of lasting impression that the owner actually cares about the service they received.
• If complaints are received about the service, establish the "what next" routine – gift, discount, or apology. A client who feels you have admitted to a mistake or own up to a problem, and then seeks to resolve the issue will usually become a loyal supporter of your service.

3. Establish your prospecting process into categories of client and then identify how you will plan on keeping in touch with them in an effective way.

• Advocates - Those past clients or contacts who can't wait to rave to everyone how good you are. They are unofficial advertising and won't hesitate to recommend you to others. Plan on sending them something once every six weeks that has value and meaning and set up at least three opportunities a year to "drop by" their home or business to deliver a gift they will actually like. And by gift, I don't mean something that is advertising piece, but a true gift, like a potted flowering plant. Your advocate list should be no more than 25-30 names.
• Past Clients – All individuals who have done business with you. Set up a contact drip campaign where something is sent to them at least once every eight weeks. Send material that educates or provides a value to them.
• Geographical or people farm – Targeted area of contacts you wish to do more business with. Establish a drip campaign for something to be sent to them via email or regular mail once every eight weeks.
• Create an annual event to thank everyone who has done business with you and invite them to the party. Renting out a movie theater or water park are popular alternatives or doing block parties and bringing all the food and entertainment.

4. Create a plan for routine contact with staff on personal levels (breakfast one-on-one) and as a team. Learn about the issues that are important to the people who work for you. Keep your phone out of sight and concentrate on the individual for the duration of time you are with them. Bill Clinton is a master at making the people he's talking to feel like they are the only person in the room. If you can master your need to multi task at all times, you will find your team culture will become very positive.

5. Support the causes your team members support, within reason. By sharing the passions outside of the day-to-day routine of your staff, you not only show you are interested in them as people, but that you also appreciate their community involvement. For example, if they support the Children's Miracle Network, find out how you can assist personally at silent auctions, or financially.

If you are already running a successful team that feels in control most of the business week, congratulations. Continue to fine tune your efforts on a daily basis and make that effort to mentor those who work for you.

Loyalty is something that is earned not given. Continue to be fair and conscientious and you will find the path to exceptional service and a positive culture are easily within your reach.

Karel Murray--author, humorist and business trainer--speaks nationally and internationally. She is the author of "Hitting Our Stride: Women, Work and What Matters", "Straight Talk – Getting Off the Curb", co-author of "Extreme Excellence" and publishes a monthly online newsletter, Think Forward®, The Profitability Blueprint Series: Career Building Concepts for the Real Estate Licensee, and numerous articles in local, regional, and national publications. You can access her web site at Karel.com.