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Casual Articles - How To Get Where You Want To Go - Quicker - By Going Slower!
The first article in this series discussed the ways you build trust with your client base. In this article we will focus on the mistakes that can kill your business - and how to avoid them.Mistake #1: Buying the Wrong ThingsYou've decided to go into business. You're excited. For many new business owners, going into business means buying a fancy desk and other office equipment. This can get expensive very quickly.The hard truth: If you don't have customers, you don't have a business. You have a hobby. Don't spend money buying fancy
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that wil
How can you get better customer service?How can you encourage CSR’s to give you their best efforts, to go out of their way, to make exceptions?Let me give you a hint: You can’t force them, despite the fact that they are, ostensibly here for us, and should do most of these things as a matter of course.I’ll tell you what works: You need to appeal to THEIR individuality; to the fact that they’re unique and exceptional.In a phrase, if you want better treatment, you need to treat them as if they are YOUR customers.I know,
It is as if there is a force field around the front bumper of your vehicle and that by creeping up to the car in front it is possible to push their car faster so that we can get where we want to go quicker.
But have you ever thought what happens when someone starts to creep up too close behind your own car. Do you accelerate away smartly leaving them to catch up? Or do you slow down?
The fact is we are all human beings and the human reaction to being pushed in one direction is to resist or to push back in the opposite direction. (Remember what happens when a teenager is told to clean their room?)
If someone is trying to make us hurry up by driving too close we will almost invariably resist by slowing down. Even when we know this, we ourselves will still drive too close to the person in front when we want them to go faster and as a result we become even more frustrated when they slow down.
Our own behaviour is creating the conditions for our failure.
Fifty Years ago there was an American Business Guru called Douglas McGregor. Douglas McGregor was in the van of a growing band of enlightened management savants who appreciated this aspect of our behaviour and realised that most of the problems to do with lack of morale and performance at work are directly created by the way that managers behave towards their workforces.
To explain how this works McGregor coined the two terms, “Theory X” and “Theory Y”
“Theory X” being the model that describes the management behaviour that creates problems and “Theory Y”, the model that, recognising the problems created by the directive “Theory X” manager, creates the environment for the workforce that allows them the space they need to work as well as they can.
To explain these models briefly, “Theory X” management assumes that the workforce is lazy and ignorant and would rather do anything except work. The job of the “Theory X” manager therefore is to drive the workforce to do their work, to create an environment in which it is so difficult for the workforce to avoid work that they have no option but to work. This is seen as the traditional role of the manager by both the manager and the workforce.
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that wil
Writing a business plan can be quite a difficult task for individuals new to the world of entrepreneurship. However taxing this task may prove, it is essential for the development and success of the business. When beginning your foray into developing your own company, be sure to put great thought and effort of the planning and writing of this groundbreaking document. This plan will remain with your company throughout its life as a reminder of the company's goals and aspirations.If you find writing a difficult task, seek the help of a profess
The fact is we are all human beings and the human reaction to being pushed in one direction is to resist or to push back in the opposite direction. (Remember what happens when a teenager is told to clean their room?)
If someone is trying to make us hurry up by driving too close we will almost invariably resist by slowing down. Even when we know this, we ourselves will still drive too close to the person in front when we want them to go faster and as a result we become even more frustrated when they slow down.
Our own behaviour is creating the conditions for our failure.
Fifty Years ago there was an American Business Guru called Douglas McGregor. Douglas McGregor was in the van of a growing band of enlightened management savants who appreciated this aspect of our behaviour and realised that most of the problems to do with lack of morale and performance at work are directly created by the way that managers behave towards their workforces.
To explain how this works McGregor coined the two terms, “Theory X” and “Theory Y”
“Theory X” being the model that describes the management behaviour that creates problems and “Theory Y”, the model that, recognising the problems created by the directive “Theory X” manager, creates the environment for the workforce that allows them the space they need to work as well as they can.
To explain these models briefly, “Theory X” management assumes that the workforce is lazy and ignorant and would rather do anything except work. The job of the “Theory X” manager therefore is to drive the workforce to do their work, to create an environment in which it is so difficult for the workforce to avoid work that they have no option but to work. This is seen as the traditional role of the manager by both the manager and the workforce.
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that wil
1. You think you need ‘Image’ or ‘branding’ advertising because that’s all the so-called ‘top guns’ use in their advertising. You don’t use direct response advertising they don’t and you’d think they know best.2. You never offer compelling benefits that cause your prospect to want to do business with you of your competitor.3. You don’t use powerful, benefit driven headlines that literally stop your prospect in their tracks and draw them into the body of your ad.4. You don’t tell your prospect what’s in your offer from them. But yo
Fifty Years ago there was an American Business Guru called Douglas McGregor. Douglas McGregor was in the van of a growing band of enlightened management savants who appreciated this aspect of our behaviour and realised that most of the problems to do with lack of morale and performance at work are directly created by the way that managers behave towards their workforces.
To explain how this works McGregor coined the two terms, “Theory X” and “Theory Y”
“Theory X” being the model that describes the management behaviour that creates problems and “Theory Y”, the model that, recognising the problems created by the directive “Theory X” manager, creates the environment for the workforce that allows them the space they need to work as well as they can.
To explain these models briefly, “Theory X” management assumes that the workforce is lazy and ignorant and would rather do anything except work. The job of the “Theory X” manager therefore is to drive the workforce to do their work, to create an environment in which it is so difficult for the workforce to avoid work that they have no option but to work. This is seen as the traditional role of the manager by both the manager and the workforce.
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that wil
Let’s say a customer comes to you with a complaint.Maybe in person, via email or over the phone.What’s the best approach?It’s simple: SSTOP!No, that wasn’t a typo. You read it right: SSTOP. And it represents a five-step process for approaching problems, diffusing anger, changing minds and winning the customer back. Let’s take a look.S is for SURPRISE. Psychologically, if you respond to a problem, complaint or accusation with surprise, three things happen. First, you begin to diffuse anger. Secondly, your
To explain these models briefly, “Theory X” management assumes that the workforce is lazy and ignorant and would rather do anything except work. The job of the “Theory X” manager therefore is to drive the workforce to do their work, to create an environment in which it is so difficult for the workforce to avoid work that they have no option but to work. This is seen as the traditional role of the manager by both the manager and the workforce.
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that wil
Today, it isn’t that uncommon for some children and teenagers to work. They may earn extra money by baby-sitting, doing yard work, or maybe even walking dogs. Others, once they go on to high school, may go to work in their local grocery store, malls, or food chains. However, in the Victorian Age, it wouldn’t seem at all strange to see children as young as five or six, go to work full-time (sometimes sixteen hours a day!) in often dangerous conditions.As you read, ask yourself questions. Why do you think children so young were working? What
“Theory Y” on the other hand assumes that the workforce is skilled and experienced, is willing to share that experience and take pride in what they do. The job of the “Theory Y” manager is therefore no longer to tell the workforce what he thinks they ought to be doing. The “Theory Y” manager’s job is to create the environment at work that will allow the workforce to take pride in what they do and to give them the support that they need.
The difference between the two models is the huge difference it makes to the way the workforce feels about what they do, and therefore their ability to do their jobs.
The problems occur when a creative and motivated workforce, is treated as if they are lazy and ignorant by a “Theory X” type of manager.
Predominant management behaviour, learned from our peers or from schools, is all about what managers can do to drive the workforce to perform better. The “Theory X” management strategy.
What Douglas McGregor shows us is that “Driving” performance is actually the management behaviour that causes poor performance and bad attitude.
The lesson from Douglas McGregor and “Theory Y” is, if you want to get there quicker, if you want to increase the performance of your own organisation, stop pushing the people who actually control your organisations ability to perform, the workforce.
If you want to go faster, Slow down!
Try the “Theory Y” approach next time you are stuck in traffic.
The more space you give to the people in front the quicker they will go. When we slow down we give the driver of the car front more space. He will stop feeling as if he is being pushed and will therefore speed up, By allowing the driver in front to feel that he is not being pushed we will get where we want to go quicker.
At work it is the same. The less direction and control the manager imposes on the workforce, the better they will perform.
Give people the space they need to do their jobs. You will be amazed at what happens.
Peter A Hunter Author Breaking the Mould.
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