Wednesday 26 November 2014

Management Misinformation

Information can misinform decisions as easily as it can inform them.  Make sure you know what you have…

I’m watching an organisation gather data for information purposes (I’m not advising them) and am beginning to wonder what they hope to achieve.

The reason that I’m wondering is that there are several questions that you need to ask before you start sending out requests to lots of people for lots of data. 

“What do we actually need?”
What can be measured doesn’t always count. Why are you doing this in the first place?  What action will you take on receipt of the information?  Don’t just invent reports for the sake of it.  If you have to, can they replace previous reports (perhaps the ones that are filed “just in case”)?

Can it be counted?”
What counts can’t always be measured.  Can you actually get the data you need?  If so, will it be a long, tedious process?  Will the results be worth it?  If they’re all just “best guesses”, are they worth it?

“What do we want to achieve?”
Seems obvious, but failing to ask this results in requests to submit different data in different formats or from different time periods and a lot of time and money wasted in repeat requests or clarifications.

“How often do we need the data?”
Are you looking at quarterly, half-yearly or annual collections?  The more often, the more time, effort (and money) spent, particularly if it’s a manual process.

“How quickly do we need it?”
Often, information is useful only if you get it quickly.  If your profit and loss report comes out 3 months after the end of the period, you’ve lost 3 months to take corrective action.  What do you need now and what can wait?

“Can it be automated?”
The more data is gathered manually, the more the potential for mistakes.  Result: “Rubbish in, rubbish out”.  The more you can automate, the better (and the more trustworthy the data, potentially).

“What explanations/clarifications/guidance must we provide?”
Don’t assume that people understand things the way you do.  If you allow people to make their own assumptions, you’ll get flawed data.

“Can it be trusted?
If people can credibly claim that the data can’t be trusted, you’ve wasted your time.  Where comparisons are involved, are you comparing “like with like”?  Is all comparative data gathered using the same methodology, from the same time periods, etc?

”Who’ll provide it and how?”
Knowing who will be accountable for producing your data means you can focus more clearly on their needs in terms of guidance and notice (see below).

“How much notice is needed?”
If all the data is gathered automatically, no problem.  If you want lots of numbers gathered manually at the financial year-end, you need to provide enough notice so that people can factor it into their workload.  Saying “The Chairman/woman wants it now.” doesn’t justify insufficient notice.

Not addressing these issues means:
Distorted data leading to…
Inconsistent/distorted information leading to…
Misinformation leading to…
Poor decisions based on inconsistent data.

When reviewing data, be aware of any underlying assumptions and/or calculation methods.  What you think happened may not be what actually did happen.  Check assumptions and ask questions.  



I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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Thursday 20 November 2014

Performance Is Everything...

This isn’t about performance management, but more about “performance” as a means of getting your point across, pitching to lenders or investors, or persuading people to follow you.

I recently attended a week-long session on training others.  The people training us had a large amount of material to put across in a relatively short space of time and we were expected to then pass it on to others.  Some of those trainers were good, some were “OK”, and some lost the attention of the delegates pretty quickly.

What I learnt (apart from a lot of new facts) were some very important lessons for presenting to/training others:

Know your audience:
Do your research in advance: who are you talking to?  What is their experience and/or level of expertise?  Where are they from?   What is their purpose in coming to hear you (may not be as obvious as it sounds)?

Control the environment;
Check the room where you’ll be speaking an hour ahead of the start time.  Does it have all the equipment you need?  Does it all work?  Is the seating suitable?  Is it set out in the most suitable way?  Check your presentation on the big screen:  are all words and colour combinations visible on a large screen in a large hall?  Do you have enough flip chart paper & that pens work (preferably with a “chisel tip” rather than a point)?  Is all the material there (and does it match the trainees’ handouts)?  If you’re relying on internet access, is it available and stable?

Know your stuff:
Make sure you not only know your content (facts, figures, etc), but how you’ll deliver.  

Practice, Practice, PRACTICE!  
In advance.  Rehearse out loud and TIME your presentation.  Then allow extra time for questions.  That’s your total presentation time.

Introduce Yourself:
Who you are, what your area of expertise is, why you're there.  

Speak clearly:
If there’s a microphone, use it.  Say things once only.  If you have a presentation slide behind you, that reinforces the point and people can ask you to repeat.  

Slides:
Use slides to list your main points and as illustrations.  Don’t just read them out.  Limit the number of words on slides (too many words means they may be too small to be seen).  Use speaker notes if you need to.  If you’re properly prepared, this won’t be necessary.  To change slides, either use a remote control or have someone change your slides.

Engage (attention):
Move about and bring energy to the audience.  Face them.  Watch/listen for signs of non-comprehension, tiredness, boredom.  Watch the time.  If necessary, say “We’ll discuss at the end/during lunch/dinner but let’s move on.”  

Examples:
Keep them brief and relevant. I look for something less than 12 months old unless it is a “universal truth”.

Questions:
Have rules for questions (e.g. save until the end, etc).  Some prefer to keep them until the end, others to allow people to “jump right in”.  If you don’t know the answer, admit it, promise to find it and get back to the questioner.  The more you present on a topic, the less you’ll need to do this.

Remember:
Your audience are there to listen to you.  They want you to succeed.  If you do, they won’t be disappointed.




I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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Tuesday 11 November 2014

Motivation: A Full Time Job

“I pay your salary, that’s enough motivation.”

All-too often, this may be the attitude of many business owners (small, medium or large).  Money isn't motivation.  At best, it’s what psychologist Frederick Herzberg calls a “hygiene factor”.  In other words, you can pay someone handsomely, but if they’re not happy in their work, they will be less productive and will (eventually) leave.

During crisis times, most people feel they’re “lucky to have a job” and will do everything they can to keep it.  Once things improve, many employers are surprised by a “sudden spate” of resignations.  They didn’t look after their people during the bad times, so why should their people look after them in the good ones?

There’s so much literature out there about “motivation”.  Managers at all level are sent on courses to improve their “motivational skills”.  More and more, these courses concentrate on the “real” motivators” rather than the “easy” hygiene factors (paying more money, having nice office premises, giving a company car, etc).  In a world that demands more productivity from fewer people, motivation plays an ever-increasing part in delivering a superior service.  

People are still not recognising this.

Both Herzberg and another psychologist - Abraham Maslow - both recognised that “money isn’t everything” in the late 1950s.  Despite this, people still persist in almost demotivating their people without realising it.  When they leave, we hear the classic excuses of “He/she obviously wasn’t right for the company.” Or similar.  No one thinks to ask what they might have done better.  Admitting failure as a leader isn’t a strong point with many of us…

So what could we all do better (I have been caught out more than once my own failure)?

People’s most basic needs are “physiological” (being fed, sheltered) and “safe” (free from potential threat).  Once these are met, they look to be valued and recognised.  Even a simple “good morning” when you come into the workplace in the morning is a great start.  Imagine if your boss just walked past your desk every morning without even acknowledging your presence (oh, hang on, some actually do).  How would you feel?

Equally, most people relish the chance of being given responsibility and the opportunity to prove themselves.  They may need help along the way (surprisingly, not everyone is a “natural CEO” when they first join).  For myself, I enjoy a challenge and the feeling that I’m contributing.  If I feel I’m not doing anything useful, what does that do for my willingness to stay?

As a quick exercise, try asking what you can do to:
  • Recognise people
  • Give them responsibility (even for something small)
  • Provide opportunities to prove themselves
  • Give them a sense of belonging
  • Show you trust them
You might be surprised by the results…

Remember, though, this is a continuous process, not just a one-off.    

And by the way, saying people should be “self-motivated” is another way of abdicating your responsibility as a leader…


I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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Tuesday 4 November 2014

Expectations: “Make Or Break”

When you promise to do something, you set an expectation…

… that you will deliver.

A company’s brand sets expectations about the quality of product, service and staff.  For a well-known brand (choose your favourite), you will expect to pay a certain price for a product of a certain quality and receive a certain standard of service from staff with a certain level of training, product knowledge and ability.

When your expectations are exceeded, you have a great experience.  You then do one/more/all of the following:
  • Buy more/more often/both;
  • Write a letter of appreciation;
  • Tell as many people as you can about your wonderful experience.
When they aren’t met, you have a problem.  You then do one/more/all of the following:
  • Think nothing more about it and give them another chance;
  • Resolve never to deal with that organisation again;
  • Complain to the Customer Service Department
  • Tell as many people as you can about your awful experience.
The problem is, many organisations aren’t aware that they’re setting an expectation.  For example:
  • The quality of a website may raise (or lower) expectations about quality of product and service.  
  • Having an email address for enquiries indicates that you welcome questions and that you will answer them (promptly).  
I recently had two bad experiences with vendors in a country usually associated with efficiency, high standards of service and educated, well-trained workers (this is NOT the case with many countries).  In both cases, I sent email enquiries to the designated enquiries email addresses and never received a response.  I checked my “Spam” and “Junk” inboxes to ensure that replies hadn't been directed there by my email filters - no joy.  To receive no reply (after several weeks’ waiting) has lowered my esteem of the two providers concerned.

For all I know, my enquiries never reached the organisations, or the right people within the organisations, or maybe even haven’t reached the top of the pile of all the other enquiries flooding in.  They might even have been mislaid or “lost in the clutter”.  Whatever happened, I still feel let down.  My expectations weren’t met.

Is this typical of the country concerned? I suspect not.  Is it typical of the companies concerned?  Difficult to say.  The problem is that expectations weren’t met and a view has been formed as to the efficiency and effectiveness of those organisations.

In some cases, expectations are necessarily low, i.e. that product/service/staff knowledge will be poor.  This is because, in the past, expectations were never met, and word got around.  Those organisations will have an “uphill struggle” now to achieve credibility even if their product/service is superior because of their failure to manage expectations in the past.  

What are you doing to manage expectations effectively?


I have spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With more than 20 years in the world financial services industry running different service, operations and lending businesses, I started my own Performance Management Consultancy to offer solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email . My website provides a full picture of my portfolio of services.  For strategic questions that you should be asking yourself, follow me at @wkm610.

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