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Personal and Company Values

March 29, 2018

ISSN# 1545-2646

 

Personal and Company Values

You have all heard the commercials such as the one from Capital One Bank – “What’s in your wallet?” or the one by the computer chip manufacturer Intel – about “Core i7 processor inside.”

When working with clients, and part of our “Promise Culture” framework, the need to engage open dialogue about values is not about coming up with words.  It is all about coming face to face with what is genuinely critical inside you and your company.  Those elements which no matter how difficult, you will not bend on living to those standards.

I’m sure everyone has seen value statements in company lobby’s, on advertisements and in some cases integrated into sales pitches.  The real question is – how true are the words to the behaviors and actions when the organization is dealing with a difficult situation?  When everything is moving along smoothly, it is generally easier to conform to the values of the company.  When the going gets rough, then one of the challenges is staying true to your core values both personally and commercially.

This is not easy!

It is somewhat like starting a change in diet or physical fitness workout.  Intellectually you know it to be right and have mentally justified the want and why to do it.  Then comes the actual doing it.  These are the actions and behaviors which ultimately determine the end outcome.  Are your behaviors aligned with your core values?

A few years back the phrase “Walking the Talk” was pretty popular.  It captures the essence of living up to the standards you set for yourself and the company values framework. If one of your organizations’ core values has something to do with teamwork, then how is that being recognized on a daily basis in the hall of your company?  I specifically used the word recognized here because it has two paths to take.  One is the outward recognition (the observation) by customers, clients, vendors and fellow employees of the company’s actions and behaviors.  The other is what is your organization doing to acknowledge (the reward) those members of your team who hold themselves to the core value of teamwork?

This week as you do your normal routine, try to take a few moments to observe the transaction both internally and externally of your staff members.  Make some mental notes on what you observe and then compare your thoughts with your organizations’ core values.  Are they aligned?  If they are – CONGRATULATIONS!  If not, then it is time to step back, regroup and realign your organizations’ execution patterns to get them aligned with your core values.  If your core values are just words on paper and do not actually define the standard of relationships you and your company must have to be their best, then back to the drawing board to recraft your core values.  Better to have real values which drive and build your business than to fake nice words which no one follows.

Missing core values actions and behaviors? Let JKL Associates bring your core values to life by calling (313) 527-7945.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
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 Copyright – JKL Associates 2018

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Sweet Sixteen

March 22, 2018

ISSN# 1545-2646

 

Sweet Sixteen

As most employers know, the Men’s and Women’s NCAA Division I National Basketball Championships are underway. Maybe it is because of the “Hush-Hush” games pool posted in the employees’ lunch room. Maybe it is because the news on the radio starts with the scores. Maybe it is because one or more of the staff is an alumnus of one of the participating schools. The bottom line is that you just can’t escape the hype.

The marketing of these national championships and many others (football, hockey, volleyball, etc.) are great examples of building a “Brand.” Yes, folks, the NCAA is a brand just as much as their academics in universities across the nation, the NCAA is a sports franchise mecca.  It is massively Big Business in the billions.

What can we learn from this marketing extravaganza?

The first item to take note of is that it takes spaced repetitions of the message to “Own” a top of mind spot in your consumers’ mind.  The branding of an NCAA tournament starts months prior to the actual event. As you watch this years games, you will already see adds for next years 2019 event.

Second is the ongoing energy of ranking teams throughout the season to create an intense level of competition leading up to the championship event. In fact, they even have an event to announce the team to be in the event causing even more compiled energy.  All this to build to the feeding frenzy of the tournament.

Third, the message is concise and universally understandable. Not only does this apply to the NCAA messages but equally to the millions of dollars spent by advertisers on their messages throughout the games.  Over roughly a 3 week period, the NCAA and their advertisers will expose you the consumer to numerous adds. All setting in motion the longer-term mindset that when you go out on a shopping spree, you will buy one of their products because it is top of your mind, placed there by spaced repetition.

The question to ask yourself is – what is my business doing to create a top of mind awareness to my target marketplace?

No, you don’t have budgets like the NCAA or their sponsors. What you do have is the proper investment of time and energy to direct current and future buyers to your organization.  What platforms might you choose?  Maybe Social Media like Facebook, Twitter, Instagram, Snapchat, etc.  Maybe a more traditional approach like direct mail. The key here is that you need a strategy to “Brand” your business.  This can’t come as an add-on to sales or operations.  The consumer likes to be associated with a “Brand,” and it is up to the business to craft their brand.

This week, look at what you are doing or not doing to brand your business.  Do you have a strategy?  Is the strategy well-conceived?  Is the strategy funded for the long-term, so you accomplish a spaced repetition to your target audience?

Not only is today the start of the Sweet Sixteen round (16 teams remain at the start of this round) but many marketing gurus talk about needing about 16 positive touches with a customer to keep your business top of mind for future purchases.

Wondering where to go with “Branding” your business? Then it is time to call JKL Associates at (313) 527-7945 to start the conversation.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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Committed or Open?

March 15, 2018

ISSN# 1545-2646

 

 

 

 

 

Committed or Open?

I attended a virtual Men’s Health Summit recently. There was a variety of speakers on a wide range of topics from health, fitness, nutrition, the mind, performance, relationships, behavior, etc.  It might sound odd, but investing in these types of information platforms is not just for my well-being but those of many of my clients.

One of the breakout sessions covered an interesting topic about how men and women interact and how a little knowledge and understanding just might help navigate those relationships. There have been many books written about this topic, and it is bantered about the talk show circuit as well.  The reality is that we need to stop and take a good listen to the underlying content of these discussions. We hear the dialogue, but when it comes to interacting, we place that information aside and fall back into some of our more Neanderthal behaviors.

What might that mean?

Back during the early evolution of people, men were theoretically designated “Hunters,” and women were designated to camp duties such as cooking, raising children, etc.  This model is not likely completely true but has over the years caused separation not only of duties around the household but also in the behaviors of personal interaction. For thousands of years, various events captured this model in one form or another to such a degree it still causes controversy in 2018. This model formation placed a division between the proposed mindset of the male to be the provider, and by taking this role seriously, they process from a committed or achievement-based approach.  The proposed female which dealt with more soft or feelings-based content which required them to be more open to the various landscape they navigated in the family setting. This recurring model over the centuries was re-emphasized over and over again and thus casting it into not just past societies but current ones as well.

What can we learn and take away to your business on this matter?

As you look around your organization, have meetings, interact with customers, etc. pay more attention to the behaviors and ways people communicate. You might discover that the men in the group tend to take a “Committed” stand and tap back into their “Hunter” mindset.  Women are far more open, leaning upon their historical feelings based behaviors.  This is not to say that the two cannot switch roles because they can and should, depending on the needs of the situation.

In fact, that is the purpose of this article and the presentation. We as leaders need to stop boxing ourselves and others into these categorically stereotypical frameworks and begin to treat people as individuals based on their entire value to the situation.

Women are great hunters and can demonstrate a massive commitment to an end result but hide it because they don’t want to be shamed by others for being too forward etc. Men have real heartfelt feelings but hide them so, they do not look weak.

This week as you observe your business and the interactions which flow through it daily, pause to acknowledge those employees who are willing to be open when open is needed and committed when that is needed.

As the leader of your business, are you “Open” for business?  Interested in taking your business to the next level? Call JKL Associates at (313) 527-7945 and let us start an open discussion.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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Fight or Flight

September 28, 2017

ISSN# 1545-2646

 

Fight or Flight

This phrase is well understood as to how the brain works at the most fundamental level. When you are put in that uncomfortable position, your brain defaults to the survival mode, and you subconsciously elect to either run, freeze or stay and take a stand to fight.

Although you may not see your business decisions as fight or flight situations, the reality is that throughout your day you move in and out of this place of comfort or discomfort.   Typical business decisions are not life or death type decisions, but your basic brain triggers when confronted by a decision you need to make.  Based on where your journey has taken you, your decision-making process can either be more developed or your confidence in this skill set is questioned in your own mind.  The result is an influence in your decisions; whether you Fight (take action to move a decision forward); Freeze (take no action and idle in place causing many ramifications of just waiting); Flight (the choice to avoid the decision and run from making it).

As part of the journey you have been on, you have gravitated to certain behaviors which are the way you present your decisions to the marketplace.  Behaviors are the visual display of what happens inside of you. Those behaviors caused a reaction to your decision and either confirmed you or pushed back on you.  This, in turn, caused some self-reflection and your next decision might not have been influenced by that particular decision but after multiple compounding of decisions, reactions and results, your behaviors begin to set in place.  Unfortunately, not all of these events confirmed or affirmed you in the best light or even results.

This week it is time to step back and be honest with the behaviors you use to effect a result.  Do those behaviors cause you to put your staff into fight or flight type environments?

Look at a couple of decisions you make this week and then how you communicate those to your staff.  How did your staff react?  Was it the reaction you expected and wanted?  Was the end result a positive outcome or less than desired? Ask your team how they felt when you communicated your decision.  Was their reaction aligned with what you were attempting to accomplish?

Fight or flight is a preprogrammed part of each of us.  In real life or death situations, we are all happy it exists.  In most of our day to day actions, we have to be more conscious of having this program run/rule our business decisions, and how it influences your team.

Wondering what your behaviors or decision making skills are? Call JKL Associates at (313) 527-7945 to discuss tools we can bring to you and your business to take the guesswork out of your understanding.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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Open Lines of Communication

March 1, 2018

ISSN# 1545-2646

Open Lines of Communication

Many businesses spend lots of time on business strategy, tactics, marketing, writing policies, and procedures. Then what happens with their efforts?

Best practices companies take their effort and data and communicate it with their people. They deliver the message not just once, but they communicate it as regularly as needed to make it part of the culture of the business.

Unfortunately, other organizations create a beautiful 3 ring binder of data and place it nicely on the shelf in the owner’s office.  I have been invited into multiple organizations because the leadership is perplexed as to why their staff just are not getting it. My first question is – what do they know about what the expectations are?  The Goals, The Strategy, etc. I will almost always be told that this information was already communicated to them.

My follow up has more to do with validating they did not just hear the communication but understand how they fit into the plan. This requires two-way communication. These key strategies, policies, procedures, and plans can’t just be told to someone.  They MUST become the fabric by which the organization operates.

Think of these as the operating instructions to run the computer.  Without all the components working together, the computer just takes up space on the desktop. You can’t send a file to the printer. Your mouse does not move the cursor around the screen. You can’t receive or send an email and so forth. Strangely enough, if your PC was not working, you would immediately take action on getting a resolution.  You would call a service tech to fix it. That service tech would get the devices all talking to one another, and you would be back to using your computer. What is happening inside the technology is that each device talks both ways. Each device not only receives the instruction but acknowledges it back so that no “Packets” of data are lost between the transfer from one device to the next.

The same needs to be true for your business operating instructions for your organization.  All parts (data and people) need to be talking to one another and acknowledging receipt and understanding of the data.  This creates an open communication culture.  Everyone is empowered to not just acknowledge receipt but are encouraged to confirm understanding of the expectation of the direction.

This week you need to look at how open are your lines of communication between your staff, your leadership, your customers and your vendors. Explore this by asking simple, specific questions of team members about goals, actions, procedures which should be common knowledge to the members and find out what they actually know and understand.  Find out how they best like to be informed of information.  Do they like group gatherings to hear it or do they prefer a digital transmittal such as email or text?

 By taking the time to understand the best ways to communicate you can bring greater results and thus more valuable to your business with little or no added expense to the bottom line.

How would you rate your company’s communication? Not sure? Call JKL Associates at (313) 527-7945 and let’s start a conversation on helping your company better communicate.

Questions or comments – email us at partners@jklassociates.com or call our Office at (313) 527-7945
Become a Fan on Facebook ? www.facebook.com/jklassociates
Link up on LinkedIn ? www.linkedIn.com/in/jklassociates
Follow us on Twitter ? www.twitter.com/@jklassociates

 


 Copyright – JKL Associates 2018

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