Blog • The Third Zone

Inability to Make Decisions and the Impact On Success

It’s safe to presume that during the course of our lives there have been and will continue to be times and situations wherein we are in a decision-making role. In the work environment it could be being in an organizational, department or division or a team-leader role. Maybe it could be that we are simply making decisions pertaining to ourselves … what we want to do and where we want to take ourselves. Regardless, our ability to be an effective decision maker is the key ingredient that is going to weigh heavily on how well we succeed.

In my work as a leadership coach in numerous companies, I have encountered several people who had been placed in business leadership roles. And although they had the technical background and the knowledge they needed to make them and their followers successful, they clearly lacked the ability to make

decisions … a lacking that has had significant impact on the success of the organization, team or project that they were charged with leading.

John Sammarco of Definitive Business Solutions authored an article several months ago that effectively addressed this very subject. He states “decisions are critical to business success; without them, there is no way to stay aligned with your enterprise’s mission, vision, and goals. Thus, when leaders fail to make solid judgments, the effects can be felt throughout your entire organization.” He identifies decision deficiencies such as procrastination or impulsiveness as having underlying problems. These include:

Inability to commit ~ feeling like there is no good option or fear they are incapable of choosing correctly
Being overwhelmed ~ given the amount of data now at our fingertips the decision-making process can seem insurmountable. And, the person can overcomplicate things which only adds to the problem
Not knowing how ~ making decisions is a learned skill and requires that we take steps to learn … and practice … until we are confident with our knowledge and ability in this arena
Recognizing there is often a trade-off ~ Remaining objective even when a decision can impact them or another is the challenge. Without remaining impartial the decisions made will always be flawed
Simply being exhausted ~ experiencing decision or indecision fatigue zaps managers of the mental capacity to make a decision. This is more possible when the process involves long debates or never-ending research and analysis

Mr. Sammarco also identifies the impact of a poor decision-making process on your organization. He indicates that the adverse impacts can extend beyond the decisions themselves. Decision deficiencies can:

Negatively impact morale ~ If an employee being led believes that their ideas are not fairly evaluated, they will begin to feel disconnected with the mission and vision
Create stagnation ~ Those having lessened morale are inclined to stop providing new ideas and suggestions to improve the organization
Launch a perception of bias and favoritism ~ when it appears that the ideas and opinions of one over others influences the ultimate decisions
Reduce productivity ~ When employees stop caring the likes of sick days will increase and productivity will decrease
Discourage others from joining or remaining with the effort ~ departures and the related knowledge will increase and walk out the door

I am often reminded of a quote attributed to Scott McNealy, the founder of Sun Microsystems. He said “The best decision is the right decision. The next best decision is the wrong decision. The worst decision is no decision.” It is generally agreed upon that any form of ‘analysis paralysis’ that is often associated with one’s inability to make decisions is detrimental to both the person charged with the decision-making responsibility and those they lead. And the best thing is … once we recognize this as an area of personal challenge, we can take steps to learn ways to develop and sharpen this needed skill.

Sammarco states that “your organization is not a product of business circumstances, but rather, a product of its decisions.” Provided you agree, it seems like evaluating our personal skill in this arena and taking steps to improve our individual capabilities is the right place to expend some serious effort.
Mike Dorman

Traits That Enhance the Likelihood of Leadership Success!

There’s a growing trend taking place within organizations when it comes to giving individuals leadership responsibilities and it’s exciting! Whether someone is tapped to lead an organization, a department/division or a team, these people are actually provided with training … training specifically geared toward the skills that will enable them to be successful in their leadership role. That more organizations are recognizing the need to and value of doing this attests to the importance of enhancing the success of the leader’s effort with such training.

Michele Tenzyk of The Tenth Group penned an article that summarized some of the key skills or methods of

operating in one’s role as a leader that hit upon some of the most meaningful ones that will serve both the individual and the group they lead very well. She drew upon the writing of Glenn Llopis that appeared in Forbes several years ago. Here are things done on a daily basis:

Make Others Feel Safe to Speak-Up
Rather than using the position of leader to be the key focus of all others they lead, this leader demonstrates expertise in making others feel safe to speak-up with confidence thus enabling them to share their views and perspectives. This leader uses their executive presence to create an approachable environment.

Communicate Expectations
Successful leaders are great communicators, and this is especially true when it comes to “performance expectations.” In doing so, they remind their colleagues of the organization’s core values and mission statement – ensuring that their vision is properly translated and actionable objectives are properly executed.

Challenge People to Think
The most successful leaders understand their colleagues’ mindsets, capabilities and areas for improvement. They use this knowledge/insight to challenge their teams to think and stretch them to reach for more. These types of leaders excel in keeping their people on their toes, never allowing them to get comfortable and enabling them with the tools to grow. If you are not thinking, you’re not learning new things. If you’re not learning, you’re not growing – and over time becoming irrelevant in your work.

Provide Continuous Feedback
Employees want their leaders to know that they are paying attention to them and they appreciate any insights along the way. Successful leaders always provide feedback and they welcome reciprocal feedback by creating trustworthy relationships with their colleagues.. They understand the power of perspective and have learned the importance of feedback early on in their career as it has served them to enable workplace advancement.

Invest in Relationships
Successful leaders don’t focus on protecting their domain – instead they expand it by investing in mutually beneficial relationships. Successful leaders associate themselves with “lifters and other leaders” – the types of people that can broaden their sphere of influence. Not only for their own advancement, but that of others. Leaders share the harvest of their success to help build momentum for those around them.

Of course the most successful leaders demonstrate many skills that contribute to their success. Having focus, integrity, empathy, respect, innovation as well as being humble, creative and possessed of an ongoing drive for learning are certainly some. Yet, those outlined above convey a confident leader that makes others want to follow and with whom others want to be associated. If you are a leader today and regardless of whether or not your organization has provided specific training around your leadership responsibility you can take steps to incorporate the itemized skills on a daily basis and significantly grow the level of your success as leader.
Mike Dorman

Knowing When It’s Time to Replace a Poor Performer

In any business it’s often said that replacing a poorly performing employee is costly and we may be better off to work with that individual to help them become what their company, department or team needs. Whereas this is understandable, there are instances when, regardless of what one has tried and whether the problems has to do with motivation, knowledge or work habits, the individual is simply not able or willing to become and provide what is needed. When this realization is present, it’s time to make the tough decision or recommendation to cut losses and find a replacement.

There are some definite and undeniable signs that are great indicators that the time has come to bite the bullet and seek a replacement for a marginal employee. These include:

Productivity is down
Perhaps we’re not certain of the ‘something’ taking place behind the scenes that are bringing this about. What we are certain of is that with one person not carrying their expected load, the others

relying on them are also impacted. Deadlines are threatened and output falls behind with the potential of both internal and external dissatisfaction.

Poor behavior is on the rise
It’s reflected in a few ways that become standout and a diversion to the work that needs to be done. It is often evident in a range of ways including unreliable attendance, lack of cooperation with co-workers, unwillingness to take direction, doing what they want when they want and generally insensitive to the needs and requirements that will result in success to the organization or project.

Group morale is down
When others in the company, department or on the team witness someone on whom they rely, able to get away with ongoing underperformance they are likely to adopt an attitude of ‘what’s the difference if I do my work as expected’. Seeing another get away with mediocre work output and/or attitude, is demoralizing and can impact the entire interrelated group.

Complaining customers
This is always and should be a major concern and when an investigation identifies any of the above as a source of the complaints, one knows that the problem is real and out of hand. It is this jolt that has often led a decision maker to find the strength to take the necessary steps to rectify the situation and move on by replacing the under-performing person.

In no way am I suggesting that making replacement and/or termination decisions are easy. Regardless of how justified they are, it still comes down to having to tell another person that they are failing at their job and letting them know that the organization (team or department) simply can’t afford to have them a part of it. In a humane sense, letting the person know that regardless of effort made on both sides of the equation, the job is not a good fit for them or the company. In recognition of this, encouraging and allowing them to resign eliminates any stigma of a lost job on their personal record … something they will find themselves needing to explain for years into their future. Whether or not they take advantage of this approach, the fact remains that they must leave the company.

In summary, there are a couple of meaningful benefits to recognizing that an individual is simply not destined to remain a part of the overall effort. First, the sooner this is recognized and acted upon, the less of an investment that is being made that is only an unproductive cost to the organization.

Second, is the fact that when you eliminate poor performers you actually reward and encourage those who are doing the job that is desired and needed. I have always found that when a leader in any capacity acts on the decision to let a non-performer go, stop and listen, for you will most likely hear the applause of others asking themselves and you as leader ‘what took so long?’.
Mike Dorman

It’s Everyone’s Job to Make Coaching a SUSTAINED Success!

Throughout 15 years of coaching and regardless of the nature of the organization, the one single concern that is questioned by both prospects and clients is the extent to which an external coach will bring sustainable results. They are referring to results that will continue well beyond the time the initial work that is done with an individual or a team in an organization. Whereas all know that sustainable results is what they do want, they also know that they do not want to embark on and invest in something that becomes a flavor of the month. Too often they feel that they have done just this in the past and the result is simply frustrating to say nothing of an unsatisfactory investment.

This is a valid concern and one worthy of addressing at the same time one considers embarking on the

coaching adventure. Knowing that you totally understand and support the importance of maintaining the changes brought about through the coached approach you might ask, whose job is it to maintain the changes that have taken place? This has a two-fold answer.

Coaching is focused on bringing about changes that will benefit the individual and the organization. In doing this it comes to altering patterns and habits that have created a place of ‘stuck’ and work against us in being able to be more productive and effective in our jobs. In other words … we are often changing the ways that we think, act and typically the approach that we have created. Like change of any kind, this is not an easy adjustment.

Considering this from the standpoint of the one being coached, sustainability …

Requires a commitment to stay their new course
The changes accomplished reflect a new attitude and mindset. Until this becomes their comfort zone, it will require a concentrated effort to maintain them and avoid regressing. The coachee likes what they have achieved and does want to remain on their new path.
Requires that they embrace their new normal as outside of their comfort zone
Quite typical of any change, it’s the resistance to being uncomfortable that tends to keep us in an unproductive and limiting place
Requires that they identify an accountability buddy
Someone that they charge with the task of helping them remain on their revised track in very specific ways and are willing to call them out when they witness a step backward.
Requires that they seek and receive frequent feedback
Knowing how they are doing in terms of staying the course that they and management want and need them to be on.

Considering this from the standpoint of the management, sustainability …

Needs the leader to willingly lead from behind … in the role of the coach
Rather than telling them what and the how to accomplish a job, reinforce the coaching … by coaching. Ask and listen to how they intend to approach and accomplish the job at hand. Turn any tendency of guiding the process to guiding and encouraging the thinking.
Needs to recognize and encourage continual efforts to stay the course
The recognition from management as to positive alterations that have been made are a huge booster to encouraging continued changes
Needs to accept the importance of needed accountability
Holding the report accountable to stay the path is key to maintaining the changes realized. This is what enabled her/him to successfully work with their coach and remains a key aspect of sustained change.

Making a decision to bring coaching into an organization is always a big decision on the part of those making it. And because of wanting to avoid a ‘flavor of the month’ and desire to have sustainable impact, coaching is the first step. Continuing the changes in mindset and attitude is key to this becoming the new reality. The most successful organizations that employ the coaching tool are those that recognize and accept the changes required at all levels within. It’s a need that does not make the job harder. Rather, success to the individual, team and manager becomes easier … and sustainable! Conclusion? Embrace the responsibility of those within an organization to maintain the new paths to success and you’ll need to visit your local ice cream store to enjoy a flavor of the month.
Mike Dorman

How Do You KNOW That You Do, In Fact, Deliver Great Customer Service?

One of the biggest challenges that any type of business faces is to know with confidence that they are viewed by their customers for being as wonderful, caring, responsive and concerned as they believe themselves to be. It is somewhat surprising to me that when the question is asked of those involved in any type of business, the answers are based on what they think and why they think it. Yet the question that doesn’t bring a definitive answer is … How do you KNOW that you, in fact, deliver GREAT customer service?

Sam Walton, the founder of Walmart, put forth a meaning quote:
“There is only one boss. The customer. And he can fire everyone in the company from the chairman on down simply by spending his money elsewhere.”

To the extent you can subscribe to his statement, you come to realize that having a truly satisfied and happy customer actually overrides the product or service you might provide in terms of critical importance. And if you agree, the next question becomes how can you actually know that what you envision as providing in this regard is being perceived and received in the same way by those on whom you depend to keep your organization in business?

I’m confident that we have all had experiences at both ends of the customer service spectrum. When it’s outstanding we tend to sing the praises of the organization, the product or service and continue to happily return time and time again. On the other hand, when our experience falls short of what we want or need, we return as a customer only when we feel we must or even more likely, we look for another avenue to get a similar product/service.

Personally, I believe that those organizations who take the time to determine just how their customers do the customer service they provide are those that stand the very real chance of increasing the overall success they experience. Here are some steps that one might consider that will enable you to 1) know what your customers think and 2) inform you as to any changes you will want to make to improve how you are valued by your customer.

Clearly Identify Your Customer
This sounds perhaps obvious and even a bit silly, however when we ask several people in our organizations to identify our primary customer the answers (plural) will be a surprise. Just the lack of a single, common answer is an indication of the lack of clarity and with that, how can we expect all of our customers to be treated in the same way regardless of the individual or department providing what we do?

Find Out What Your Customer Wants and Needs
Of course they came to you because they think they want what you can provide. However, by taking a small amount of time to ask your customers what it is they are truly looking for from us it allows the organization to make tweaks to their customer service that will hit the mark of the very people who we depend on to keep us in business and successful.
Knowing What I Want and Need … Can Your Organization Truly Meet My Expectations?
One place that organizations get into trouble with customers is when they are so intent on saying ‘yes’ to any piece of business that they commit to providing it when, in fact, they don’t have the knowledge, experience, skill or bandwidth to do so. Thus, saying ‘yes’ is one sure way of disappointing the very people on whom your ultimate success depends.
Use The Best Source Of Customer Satisfaction … Your Team Working With Your Customer!
Too often it is a group sitting in the ivory tower of an organization that ponders and determines how great customer service is defined resulting in what is to be provided by all involved. And yet, residing in that same organization are those who have the ongoing interface with your customers and thus, the best ones to convey to those in the ‘tower’ what must be provided in order to create raving fans that all seek to have. Use them and truly use their input to define the customer service that all will provide.

If, in reading to this point, you come to question or realize that you don’t have company-wide or departmental definitive answer as to how your customers really perceive the service you provide in the course of doing business, hopefully you’re curious and determined to find out. There are avenues you can take to do so and I’m confident that the result will be anything but wasted time. In fact you may find yourself exactly where you strive to be. Consider these steps:

Survey Your Customers
Put together small groups or individual customer inquiries during which you and other representatives of your company become master listeners asking questions like …

What are the things you expect of our product or service?
What should we be doing to earn your praise as providing the best customer service you have experienced … anywhere?
What about your experience, if anything, has left you feeling undervalued and unimportant?
What are the things you experience now that reinforce the importance you are to the company?

Train ALL members of the organization on the ‘new’ program
Once you have determined what you are going to do that will meet your customer’s expectations of customer service convey and train every single person within the organization as to what they are all expected to provide and how they are to do it. Anything less will represent wasted time and effort unless there is the initial commitment from within to listen and implement based on the findings. Without the intent and goal to implement based on the findings the risk is serious loss of those same customers.
Create a system of ongoing inquiry to insure ongoing success
Implement a systematic method of continual evaluation with every customer at every instance. Is it a 1 minute telephone survey following the call or is it an emailed questionnaire that will provide instant feedback that allows you to know the extent to which you were successful in the eyes of each customer? Regardless of the method, your customer will continue to be impressed with how much you continue to care and the consistency it represents.

Of course, whatever our product or service, this is the business we see as what we do. And yet there is little argument with the fact that without maximizing our customer satisfaction we are leaving opportunity and some degree of success on our table. Bill Gates once said “Your most unhappy customers are your greatest source of learning.”. Perhaps it’s really time that we take that refresher course?
Mike Dorman

Inability to Make Decisions and the Impact On Success

Traits That Enhance the Likelihood of Leadership Success!

Knowing When It’s Time to Replace a Poor Performer

It’s Everyone’s Job to Make Coaching a SUSTAINED Success!

How Do You KNOW That You Do, In Fact, Deliver Great Customer Service?

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