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The Manager's Role in Employee Retention

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As an emerging leader in your market, your wish for the organization is to maintain and enhance it's standing. That’s what the business plan indicated. The company is on the move as the economy improves and so are the chances your best people are too. .... (Read More)

Effective Problem Solving

The first step in problem solving is recognizing that one exists. When managers miss the boat on this, the project suffers and the end result is usually left out to sea with no hope of reaching the intended shore.

Some Perspective

All activities in problem solving require input, several steps, decisions and, of course, output. It is amazing to me how often managers are simply not equipped with the understanding or skills to step through this process. This is especially prevalent where managers are responsible for multiple projects simultaneously.

In the rush to finish a project, managers often jump to conclusions and take a bite at the first solution that appears. In reality there are usually multiple solutions that would work. The key is finding the best solution which requires a problem solving process.

Case in point - Jill is a manager for a credit card processing company. Her role is to manage the implementation of three new accounts scheduled to come on at the same time (in the fraud management division). Several weeks into one of the projects there appeared to be a “glitch” in the computer setup and client end processes. In her haste to keep the project moving, Jill applied a band aid fix that had worked in the past with other clients. Unfortunately, a one-size approach did not fit with these client processes.

On the scheduled go-live date, the intended solution broke down and delivering what was promised for the client failed. Not having the client up and running as planned caused a loss of revenue for Jill’s company and a highly dissatisfied customer.

Jill wondered what went wrong. She obviously needed a problem solving process so that she could choose the solution that best fit the client’s needs. Had Jill recognized this earlier, the situation would have been avoided.

Your managers need to acquire a problem solving process if they are not able to:

• Identify a problem
• Identify the cause
• Select the best solution
• Implement the solution
• Identify the necessary feedback and follow- up

A Solution

Solving Workplace Problems teaches managers a five-step process that combines a variety of methods as an effective approach to solving both simple and complex organizational problems.

This workshop allows participants to be involved in group discussions and apply the process learned using their own case study. This allows them to apply a solution to their own problem and leave with resources and skills to apply on the job.

After completing Solving Workplace Problems, participants will be able to:

• Follow an orderly, step-by-step problem-solving process
• Write a problem statement that clearly defines the workplace problem
• Assess the context of the problem
• Analyze and identify the root cause(s) of the problem
• Involve team members in evaluation of root cause(s) and a possible solution
• Create plans to implement the solution
• Get agreement and support for implementation

Make sure your managers are on board with problem solving.

To learn how to implement Solving Workplace Problems in your organization, contact Mindy

Even Sitting Quietly, Zig Still Motivates

Yesterday, our team traveled to Des Moines to attend Peter Lowe's GET MOTIVATED business seminar. If you are not familiar with the concept, it's a full day packed with motivational speakers. Yesterday's speakers included, Dr. Robert Schuller, Rick Belluzzo, Gen. Colin Powell, Laura Bush, Terry Bradshaw, and Rudy Giuliani. All the speakers were great, but the person I was most excited to see was the legendary Zig Ziglar.

I have seen Zig many times in person, the last time being in about 2000. Yesterday was different than the other times. Zig had a fall down some stairs in 2007. His daughter was with him and explained that the fall has left him with an imbalance issue and some challenges with his short term memory. The format of the presentation was an interview in which she asked him some questions and Zig responded. There was also a video that featured some pre-recorded interview segments with his some Tom and some classic Ziglar moments from archival footage. Finally, as he was leaving the stage and sharing some closing thoughts, we caught a glimpse of the Ziglar energy as he pulled his daughter several times back to the stage for just a few more comments. It was a great presentation!

On the ride home, I tried to reflect on the lessons I learned during those few minutes from Zig and how they might apply to you and your work. Here they are:

1. With passion, nothing is impossible - As Zig said, he's "barely" 82 years old. Some people that age, when faced with an obstacle as serious as a large health challenge, might have the tendency to kick back, relax, and say they had done enough. Not Zig. Even though he was seated quietly, when he spoke, you could see the fire and intensity in his eyes. There was no doubt where he wanted to be.

2. Your support system is vital - Zig has a team. A large part of that team is his family. His son and daughter help with the presentations, and his wife still travels with him. This team allows him to continue to do what it is he's passionate about, which in turn motivates others to continue to be their best. How strong is your team? Are you using them to the best of their ability? Would they agree with you?

3. The outcome is more important than the process - The question I asked myself was whether or not the format I saw in that presentation had the same effect on me as the talks I've seen Zig give when he's bouncing around the stage? The answer was yes. As a manager or leader, we need to remember that other people may not take the same path we would have taken to get the job done. The important thing is that the job gets done.

Those were the lessons I learned yesterday. A great big thank you to Zig and his team for continuing to motivate us all!

Why Projects Fail

Today’s managers have been thrust into the new role of leading project teams that are responsible for projects with a direct and significant connection to the bottom line. But what happens when the whole project becomes unhinged because it wasn’t well defined, tasks were not properly assigned and results and time lines were not clear to each team member.

Some Perspective

Welcome to the new world of management. It is no longer about one person “sweating the small stuff” because the small stuff is now everyone’s responsibility to manage. If each team member is not doing his or her part, the project starts to unravel over a period of a few weeks or months. Why? It is because day-to-day tasks are now a part of the whole project involving a deadline, budget and deliverables in the larger scheme.

Unhinged projects can be avoided if the people aspects of the project are addressed.

Let’s look at Tony, a new manager of a print shop. Just six weeks ago, Tony was a lead salesperson. Sure, he had come up through the ranks operating the small printers and then the big presses. Tony was confident that he knew all the ins and outs of running a print shop. He was a well liked team player and knew the business. But as Tony would discover, knowing the business isn’t enough. Not anymore.

In October, Tony sold the largest piece of business the shop ever had. The deal involved a long- term contract for printing a series of catalogs for a major U.S. retailer. Tony felt lucky that he understood both the client perspective and the capabilities of the shop.

Tony plunged the team into setting up for the first catalog according to the typical schedule and workload. After a few weeks, the client came with the work for the second catalog. The shop and its employees were in turmoil between the regular projects and the new project. The team members failed to see how the projects could be integrated and completed. They were melting down and other clients were beginning to suffer.

These were the first signs that the project was coming unhinged before it really went downhill.

What went wrong? Tony failed to implement any kind of project plan. Ideally, this begins with using interpersonal skills to win and maintain commitment, enthusiasm and support of the team.

A Solution

Leading Successful Projects provides the structure, process and tools necessary for team leaders to master the art and science of project management. Managers like Tony need to understand the critical four phases every successful project must go through. They also need to examine each phase through the lens of the questions that must be answered to assure project control and progress.

One of the key impacts to your business is managers who can assess the probable impact of a project on the overall business goals.

Are all your managers able to do this?

Are they able to ask the right questions in each phase of the project?

If not, chances are that most of your managers will benefit from this training. Successful projects are critical to the bottom line of the organization and your teams must be able to orchestrate success. Keeping the project hinged is a direct result of proper management each step of the way.

In this 2-day workshop, your team leaders and managers will learn skills from 4 modules:

1. Getting Started – the big picture, success factors and goals
2. Getting Ready – defining resources, roles and responsibilities
3. Building An Action Plan – aligning resources, roles and responsibilities
4. Executing and Closing – monitoring, control and completion

Our experience has proven that a manager’s ability to direct projects and participate knowledgeably on a project team can have a direct impact on business results.

To learn how to implement this program in your organization, contact Mindy today.

Supporting Change is a Crucial Skill

So how do you compete in the face of constant change? Let’s face it; change has become a constant in business. You know your marketplace is rife with wrinkles due to an ever-changing economy and other variables that may be out of your control.

Some Perspective

As a manager you are doing well each day if you can cross one thing off your list. But what about your employees, are they fairing as well? There is an old adage that it all rolls down hill. As the pressure of constant change rolls, often the changes become more complicated and difficult to control.

Your managers need to deal with the emotions, fear and anxiety that come with change as they interact with their team members.

I’ve often experienced organizations where strategies seem to change with the way the wind blows. At least that is how it is perceived by employees. My friend Dennis was a manager of a telemarketing firm a few years ago. Changes in the "No Call" listing and a shift from outbound to inbound marketing strategies caused a major disruption in the way the company was doing business. Employees lived in fear of losing their jobs and wondering whether or not they would fit in. Turnover was an immediate problem and the "survivors" were left with more fear and oppression of re-training and new rules.

Dennis came to me with this fundamental problem: How could he give his team leaders the skills to lead call center teams through the change, with minimal turnover and maximum productivity? I told him that my experience has been that if team leaders can develop their skills to support and manage change, they can have a direct impact on the success of the organization.

To make this kind of impact, team leaders need to:

• Understand why change happens and how people react to it.
• Learn how to support the team member’s as they struggle with change.
• Involve team members in a change initiative by promoting their understanding and ownership of the change and its benefits.
• Plan for individual or group follow-up sessions that support the change process and reinforce personal and organizational goals.


Managers need to understand and interpret change to prepare them to more successfully manage their team through it. By working to support change and at the same time addressing the team’s comfort level with that change, the manager can more effectively facilitate acceptance of a new way of doing things.

Change can be good! New initiatives can gain acceptance more quickly. Lost productivity, turnover and decreased performance can be minimized...if managers are trained to "manage change".

How effective are your managers at supporting change? Contact Mindy Seiffert to see how you can help your managers improve.

Communication Failures Impact Manager Performance

Many people fail to realize their effectiveness as a manager stands or fails on their ability to communicate. No matter what organization you’re in, department you lead, team members you have, or person you are...to manage is to communicate. The ability to communicate effectively helps build a well- oiled and productive organization.

Some Perspective

Consider warehouse manager Paul’s style: Paul barges into the warehouse in a heated rage, waving his arms wildly. He is incensed at the slow down in the days shipping as a major client order becomes delayed. Without asking questions, he begins barking orders to the shipping supervisor, Ray. Paul believes Ray should “light a fire” under the staff, and under the packing crew, so that the materials will be boxed quicker and ready for shipment. Ray tries to interject some valuable information to Paul to no avail. Paul turns and leaves in the same huff he entered with.

Had Paul been less dominant and overbearing in his style, he would have taken a moment to visit with Ray about the real cause of the slow down. He would have discovered that it had nothing to do with the packing crew and everything to do with a lack of supplies to fill the order.

What happened to Paul? He was a top performer on the shipping line and seemed to get along well with the team. But ever since he was promoted to warehouse manager, he has had a difficult time. How many Paul’s do you have in your organization?
Great contributors do not automatically make great leaders.

Our experience has proven that the communication skills required to perform as an individual are fundamentally different from the skills critical to leading a team.

Here are seven warning signs that you may have a Paul on your hands:

• Uncontrolled emotional outburst.
• Acts like he/she is smarter than anyone else on the team.
• Gets angry fast, especially when someone communicates something is wrong
• Quits having team meetings in order to give more time for work
• Uses methods/programs for productivity improvement without getting input from the team
• In conversation with team members, he/she interrupts and dominates the conversation without showing concern for other members’ views.
• When you need him/her, he or she is usually unavailable.

A Solution

The management skill level of first-line managers affects team member retention, overall productivity, and even profitability. It’s the relationship between team leader and team member, built on mutual trust and respect, that builds a strong relationship. It begins with effective communication.

Being clear about how you expect your managers to communicate, and teaching them how to do that has a great effect on your organization.

The impact is that your managers and team leaders will be able to:

• See that communication is a two-way process.
• Construct clear, concise messages in the interest of the listener.
• Manage nonverbal behaviors to reinforce the intent of the messages.
• Listen actively to improve communication.
• Create a climate of open communication, which increases team members’ motivation and commitment.

This improves relations with team members and increases productivity.

Learn more about implementing managerial communication training in your organization. Contact Mindy Seiffert for details.