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200 Words: Following Trends

Trends come and go. Fashion has taught us that for sure. Should have held on to those Tom Cruise Top Gun aviators – I had to buy a new pair 🙂

But trends tend to not improve functionality. A new tool or new version of a system rarely improves efficiency. Think about the last few versions of Microsoft Office or even the new IPad. The functions maybe more convenient, but for most it’s likely going to be negligible improvements.

As you consider technology to drive efficiency, make sure you have changed the environment to leverage technology upgrades to the fullest e.g. If your team all uses skype or video chat already, then maybe the iPhone 4 or iPad 2 is a good idea, as you could face to face anywhere, not just in an office. But if your not video chatting…

Pull that thinking to your technology for your operations, talent and project management. We find that many companies don’t use mist of their systems tools, but they are quick to update or switch.

Don’t amplify the trend of under utilizing a system and then upgrading…try using the system first 🙂

200 Words: Role Clarity

Working with a small operation (100 ppl) that is experiencing fierce competition and struggling with growth. Like most companies this size or smaller, people are wearing different hats and working harder than ever.

Being cross functional is a valuable thing, but it does mean crossing functions i.e. you have to have the actual functions defined. There is an inherent danger in this economy of merging jobs and losing function integrity.

Merging customer service, account management, and sales is a common one, especially as economies slow. But keep the integrity of each function, even if one person is doing the job of three.

What are the customer service processes and competencies that need development? How about sales? Are you marking activities into these functions and measuring results?

Or is it now a big mess? Take a step back and make sure you can see your teams operating to advance functions, even if you don’t have functional leadership.

Infrequency and its Value

Infrequency – meaning things you do rarely, rather than do normally or at high volume. At least that’s my definition. Its one of the key ways to get attention. Ads firms are always trying to get our attention using infrequency techniques. They shock us, make us notice weird visuals, or amplify sounds to be pay attention.

Why does that work? Because its actually infrequent. Its not the norm. The more you think about this, the more you recognize its true. You likely pass dozens or hundreds of signs on a street – everything from street signs to billboards to posters – buts its the ones that are appear infrequent to YOU that likely get your attention.

When using attraction strategies to acquire or retain talent, this about using “infrequency” for key communications, not just “frequent” communications. As an example, if you have something important to say, I would question how you use of email when knowing that your intended audience gets 200 emails a day. Maybe infrequency in email is use the HIGH IMPORTANCE symbol and having it sent from their boss’s boss. That is a pretty infrequent communication, and will definitely get attention.

Here is another…recently we helped a customer design a recruiting strategy for a key hire. We recommended the use of two day priority mail. We had them target 30 people directly, and they used research and phone confirmation to make sure they had the addresses right. Then then sent provocative letters in a 2 day USPS priority envelope to each person, and hand wrote the envelopes. Each letter was personally signed. The cost was $200 for the mailing, and another $500 for the research. All in about $25 per person. Of course the appointment rate was really high.

Why? Because those people don’t get red envelopes in the mail. They don’t get priority mail every day. In fact, they most get EMAIL, which they ignore. If your mail carrier handed you personally a 2 day priority mail envelope, what would you do? Probably open it. Meanwhile, when they hand you a stack of mail, you tend to put it down for later. This is a PERFECT example of infrequency. The value was high because the results were high.

So next time you think about engaging people on any kind of change or idea – as yourself about the frequency of the medium, and if its as powerful as you need it to be for the purpose it carries.

200 Words: Gathering Referrals

Got asked recently (not the first time btw) on how a company can increase its output of referrals to candidates. My response was longer than 200 words, but consider this:

15 years ago, we really only had verbal referrals. Specifically, a person would talk to another and ask them “who do you know…”. Of course we used letters and physical mail to also communicate those intents, as well as fax. But mainly picking up the phone and dialing was how you got a referral from someone you did not know.

Today, we also have visual referrals. Its exactly as it sounds – without using our voices, we ask for referrals to people who we can then connect with. Using postal service is a rarity, but there is email, LinkedIn, social networks, text messages, and so on – all visual only tools that allow us to ask the question “who do you know?” Then poof, a name pops up. Back in the day, I will send an email to a distribution list, now I can simply place a short-link in a LinkedIn status and hope for the best.

A combination of both verbal and visual is being done now. Before you start to try to increase your results, I suggest doing a straw poll on how much verbal you do, and how much visual you do. To increase effectiveness you may need to simply change the percentage of each, rather than increase effort.

Change Management: Assign Great Responsibility

Straight out of Pritchett, but undeniable. Change management is a tricky business, and our team knows cause we are in it. But there are certain concepts that must be brought to fruition in order to make change sticky.

Assigning great responsibility to members of the team (not necessarily leaders) is a key ingredient. With great responsibility comes accountability and with accountability comes innovation.

Have team members come up with ideas and vet them for feasibility. They typically will need more than one way to address a problem, so be sure to ask for the other options they considered and why those were dismissed. First time around they may not have alternatives, and then that lesson is learned.

Then ask for how they tested and prototyped the solution. Likely another lesson but a good one. Soon solutions make sounds business sense and your team members are placing strong ideas that they truly believe in right in your hand. That’s why assigning great responsibility works – it’s designed, tested, and adopted by the people that need to execute the changes.