CEO Success Report -
April 2002
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CEO Success Report
- April 2002
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Increasing the Effectiveness and Enhancing the Lives of CEOs
and business owners.
Contents of this issue...
.. Welcome - A few words from the publisher, Gary Lockwood
.. Thought-Starter - "15 Minutes of Fame"
.. Guest article - "Managing Difficult People"
.. CEO Resources
.. Quotes to use in your staff meeting this month
.. Humor to lighten up the executive suite
.. Contact the publisher
.. Subscribe and unsubscribe instructions
See past issues of the CEO Success Report at:
http://www.CEOSuccess.com/archives
==============================================
WELCOME to this issue of the CEO Success Report!
==============================================
Hello again. I'm Gary Lockwood, President of CEO Success.
Welcome back once again to the CEO Success. I know you have
no shortage of material to read and I thank you for choosing to
read our newsletter.
We work hard to provide practical ideas, thought-provoking concepts
and useful information for you.
You (and about 1000 of your CEO peers), have honored me by
being a loyal subscriber. For that, I appreciate you.
As I mentioned last month, I've started to update this newsletter.
You will already see a few formatting changes in this issue,
designed to make it easier to read. I'm also in the process of
switching to a new method of emailing this so you won't be
subjected to the ads that Topica places at the top and bottom
of each issue.
Here's my request of you. If you have suggestions and comments
about the CEO Success Report, please send your thoughts to:
Gary@CEOSuccess.com <mailto:Gary@CEOSuccess.com>
My Thought-Starter today deals with the issue of doing media
interviews. This may seem like a scary thing for you to do, but
chances are, sooner or later, you will get a request from your
local newspaper, radio station or TV station to interview you.
Read my Thought-Starter today for a few tips for making the
most of your media interview.
May I ask a small favor? Please forward this issue to other CEOs
and company presidents who may be interested in receiving
these messages. Thank you.
And now for our guest article this month...
Managers deal with a wide range of personalities. Most people are
cooperative and reasonable. However, some employees are very
difficult to be around and work with. A human resources manager
states, "They're totally focused on their own agenda and needs.
They cause tension and conflicts. Difficult people absorb a lot
of a manager's time and attention."
Dealing with difficult people is an investment in time. These
people are executing "learned" behaviors . It takes time to build
trust. However, when people truly believe you're trying to help
them succeed, they listen and respond.
Our guest article this month is from Paul Thornton. In his article,
Paul helps you understand difficult people and develop techniques
to help them be more productive. Read more about Paul at the
end of his article.
I hope you enjoy receiving these articles and ideas to
help you sharpen your thinking about being an effective CEO.
My wish is that you use the ideas in the CEO Success Report to
get the results you really want. If you want some help in putting
them into practice, or if you have questions, email or call.
As you know, our specialty is Increasing the Effectiveness
and Enhancing the Lives of CEOs and business owners.
Enjoy this issue with my compliments.
Sincerely,
Gary Lockwood
CEO Success
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This month's THOUGHT-STARTER
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"15 Minutes of Fame?"
Consider a few facts:
1. There are more radios than people in most countries
2. 98% of Americans have daily access to televisions
3. Newspapers are the premier place for community news.
You are a potential source of information for the media. They
can't fill all their time and space without people just like you
keeping them informed about events, interesting information and
news that may impact the public.
If you are persistent and professional about cultivating contacts
with business editors and programming directors, sooner or later,
you will get a request from the local newspaper, radio station
or TV station to interview you. The interview may be centered
around an upcoming event you are planning or focused on some
interesting or unusual aspect of your business.
DON'T PANIC. Remember that you are the best spokesperson for
your business. No one cares about your business as much as you
do and no one knows as much about it as you do. This is a
special opportunity for you and your business to shine.
You can assure the success of your interview by minding your
publicity "Ps".. punctual; prepared; pleasant; professional;
poised; passionate; and positive. Notice that neither "panic"
nor "pessimism" is among the above. Here are a few tips for
making the most of your media interview.
First is preparation. Familiarize yourself with the publication
or show that will be interviewing you. Knowing their format, the
kinds of things they ask and the style of the reporting will help
you prepare. For radio & TV interviews, prepare 5-10 questions
the host can ask you. Almost always, the host will then ask you
those exact questions. This also lets you prepare great answers
in advance to offer a more interesting and informative encounter.
Producers appreciate a guest who's prepared and makes the job
easier for them.
Send the interviewer an information packet. Include background
information, a brief biography on you, information about your
business and preferably some interesting trends and statistics.
Most interviewers like to be prepared, too.
Find out whether the interview will be conducted by telephone or
in person and find out the length of the interview. If it is to
be a 30-minute talk show format or a print interview, you can
take your time with your answers and elaborate a bit on the key
points. If it is a radio news report, they are looking for short,
snappy answers of 30 seconds or less. For television news, the
reporter is expecting your answers to fit in a 30-60 second
"sound bite".
In other words, practice being brief and to the point. Practice
delivering your "quotable quips".
On the day of your interview, show up early, rested and ready.
For television, wear a solid color dress / suit. Avoid dark
shirts, fancy ties and flashy jewelry. You want viewers to focus
on your message, not your wardrobe.
As the interview time approaches, don't be surprised if you meet
the interviewer just minutes prior to your session. Don't worry.
They know what they're doing. They do this all the time.
During your interview, listen carefully to the reporter's
questions. Active listening improves the interview. Speak
distinctly and slowly. Pause for effect. End all your sentences
properly. Don't let them dangle. Enunciate your words. If
there's supposed to be an "ed" or an "ing" at the end of a
word,
put it there.
Stay on track. Avoid rambling or reminiscing about events or
details that are irrelevant to the current discussion. If you
don't know an answer, don't make one up just to sound important.
For a print interview, offer to get back to the reporter with the
correct answer. For electronic media, you can say something like
"I'm not sure of the facts on that particular issue, but I do
know that such-and-such is the case in this instance."
Be sure to keep the audience in mind , and don't let the reporter's
questions lead you away from the message you intend to deliver.
Talk with the interviewer, but remember that your information is
for all the listeners, readers and viewers.
Remember to breathe. Sounds unusual, but a lot of people forget
to breathe. Anxiety causes people to either hold their breath or
take very shallow breaths. They get caught up in the stress of
the moment and they run out of breath.
On camera, look at the interviewer. This is more natural than
looking at the camera. Don't try to sell the reporter anything.
He/she is there to do a job, not to become your client.
If you want to get your product materials or an order form in
listeners' hands, offer a Free Tip Sheet or Free Special Report
on your topic. When listeners write or call for the free stuff,
you can send your other information along with it. Don't try to
sell anything in your interview.
After the interview, be sure to thank the reporter. I like to
send a followup thank you note where I can compliment the
interviewer and offer additional information or even suggest a
topic for a subsequent interview. Foster a good working
relationship with reporters in your area. Be helpful,
considerate and honest.
Remember... you believe in your business more than anyone else,
and it will show through. Good interviews have the potential of
sending readers, listeners and viewers running to their
checkbooks to do business with you.
Enjoy your 15 minutes of fame!
About the Author...
Gary Lockwood is Increasing the Effectiveness and Enhancing the
Lives of CEOs, business owners and professionals.
Get the Free BizSuccess newsletter -
http://www.bizsuccess.com/newsletter.htm
or send any blank email to mailto:subscribe@BizSuccess.com
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Guest Article
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Managing Difficult People
by Paul B. Thornton
"He's driving me crazy!"
Managers deal with a wide range of personalities. Most people are
cooperative and reasonable. However, some employees are very
difficult to be around and work with. A human resources manager
states, "They're totally focused on their own agenda and needs.
They cause tension and conflicts. Difficult people absorb a lot
of a manager's time and attention."
Three types of difficult people are:
- The aggressor
- The victim
- The rescuer
You may never "like" these people. But it is important that you
understand them and develop techniques to help them be more
productive.
The Aggressor
Aggressive people are demanding and loud. They don't listen and
they talk over people. Their attitude is, "I'm right, you're
wrong." Their view of the world is win/lose, and of course, they
must "win." Some of the words used to describe aggressive people
include: "Sherman tank," "bull in the china shop," and
"bullies."
A participant in one of my seminars commented, "Aggressive people
talk down to people. They're know-it-alls. They make rude
comments, followed by biting sarcasm."
Some of the comments I've heard aggressive people make include:
> "If you don't like it, leave. It's my way or the highway."
> "You don't know what you're talking about. I'm right."
> "Drop whatever you're doing - I need this completed ASAP."
When dealing with aggressive people, start by letting them vent.
They often are angry and need to blow off steam. Use active
listening skills to indicate you're trying to understand their
views. Aggressive people aren't used to people really listening
to them. Most often it's point, counterpoint, reload, and attack
again.
Sometimes it's hard to get a word in when the aggressor is
verbally attacking. Try "clipping." This technique allows you to
get a few words in such as "Yes," "No," "I agree,"
"No, you're
wrong." This often causes the attacker to back off and take a
breath.
Aggressive people are often tolerated because they do get things
done. The problem is that they also cause tension and upset
people. In addition, because they dominate the conversation,
other people don't contribute, which results in lost input.
Aggressive people need to realize there is more than one right
answer. Their opinions are valid and valued, but other people
have equally valid ideas.
The Victim
Harvard researchers Robert Kegan and Lisa Laskow Lahey describe
victims as "BMW" people. They bitch, whine and moan. They blame
others for their problems and come across as timid and helpless.
Their attitude is, "People don't understand how bad I have it." A
student in one of my courses said, "Victims are depressing to be
around. They feel sorry for themselves and blow problems out of
proportion. They waste a lot of time and don't take any
responsibility for making changes."
Victims like to "blamestorm." They're very good at discovering
reasons and finding people to "blame" for their performance
shortfalls. Their stories and explanations are purposefully
incomplete. They leave out the details that indicate their
inability to get the job done.
Some of the comments I've heard victims make include:
> "Why does this always happen to me?"
> "I can't get it done. I never have time for myself."
> "They won't give me the information I need."
When dealing with "victims" take the time to listen to their
complaints. A middle manager states, "Victims complain so much,
no one really takes the time to listen to them. They feel
neglected." Feed back your understanding of what the victim has
said. Try to force the victim to prioritize his or her problems.
Next, facilitate a discussion to help him/her choose an
appropriate course of action to solve the problem.
Victims need to realize they are not helpless. Find ways to help
them achieve some short-term wins. A colleague states, "Victims
have strong psychological needs for attention and recognition.
Recognize them for taking responsibility and achieving success,
not for winning."
The Rescuer
The rescuer is the person who's always willing to help other
people. Their major need is to be liked and appreciated. "I'll
help" are their favorite words. Rescuers are very good at
recognizing when other people need help, and they know how to
jump in to save the day. A consultant friend remarks, "The
rescuer avoids confrontation. They're 'yes' people. They say 'yes'
without thinking through the implications. Oftentimes they
over-commit and their own work doesn't get done."
Some of the comments I've heard rescuers make include:
> "I hesitated to fire non-performers. I was afraid of ruining
someone's life."
> "It was my responsibility to take care of people."
> "I habitually took care of other people's problems."
> "I know this is your project, but let me add it to my list to
take the burden off of you."
When dealing with rescuers it's important to hold them
accountable to performing all of their job responsibilities. If
they have excess capacity the manager should assign them bigger
bricks to carry.
Interrelationships
Aggressive people find, and sometimes create victims. Victims are
easy prey for the bully. Victims don't get the job done but
always have excuses why it's not their fault. Rescuers jump in to
save the victim. Everyone wins! This cycle can go round and round,
each playing his/her role and in effect supporting the behavior
of the other two.
You can do several things when dealing with difficult people.
1. Listen to them. Let them know you want to understand their
point of view.
2. Make them feel valued and appreciated.
3. Have them read this article. Indicate we all play these roles
to some degree. Ask them which role they play most often.
Discuss the impact that role has on others.
4. Indicate what you would like to see them do more of and
less of.
5. Ask them to commit to making one or two changes.
Summary
Dealing with difficult people is a challenge. However it's
possible to help them be more productive and effective in doing
their job.
Applying the Concept
Jim Ligotti, Senior Technical Manager, Sikorsky Aircraft
First and foremost, I try to get an understanding of what's
driving the person's behavior. It's also important to remain calm
and communicate openly with difficult people. Aggressive people
are looking to be recognized and rewarded. I work with the person
to help him see the fastest way he can achieve his goals.
Aggressive people produce negative vibes, which impacts their
ability to be successful. Co-workers don't go the extra mile to
help irritating people. I try to help aggressive people make that
connection. Less aggression and more cooperation go a long way.
The issue with victims is that they believe they cannot get the
whole task completed, because inevitably something will be
outside their control. This makes me think of elephant training.
The young elephant is restrained by one leg. While elephants are
young and not very strong, they are unable to get free. Over time
elephants become conditioned. When they are older and stronger
and could get free, they don't even try. Their attitude is; why
try now; it's never worked before. This is similar to the victim.
The key is to retrain them. They have to believe they can control
their destiny. Help them develop a new, positive, can-do attitude.
Help them plan and achieve short-term wins. As they learn and
"win," increase their field of influence.
Rescuers want to help their teammates but often don't see the
negative effects of missed commitments. I try to help these
people realize that offering to help and missing their own
commitments is worse than not offering at all. Rescuers have to
learn to focus first on their own commitments. Sometimes it helps
to show rescuers how to prioritize and manage their time
effectively.
Dealing with difficult people is an investment in time. These
people are executing "learned" behaviors. I coach and mentor them
on more effective ways to reach their goals. It takes time to
build trust. However, when people truly believe you're trying to
help them succeed, they listen and respond.
William H. Denney, Ph.D., Quality Consultant
Aggressor
Hold your ground. Don't change your position out of intimidation.
Interrupt by saying their name until they stop to listen. Go back
and clarify their first point. Slows them down and shows you are
listening.
Only address the key issue and don't get tangled up in
miscellaneous stuff. Don't piss them off and embarrass them.
Give them a way out. Seek a win-win if possible.
If you are in the right position, don't be afraid to fire an
aggressor that is damaging teamwork. Regardless of technical
skill and or hard work, aggressors can demoralize and destroy a
company.
If the aggressor is your boss then that's another story. You have
to figure out if he/she is a detail person or a big picture
person and give them what they are most comfortable with. But
that's another story.
Victim
Listen and empathize. Ask for specifics that you can analyze and
comment on, or correct wrong perceptions.
Focus on solutions and the future, not the past.
If necessary, draw a line in the sand and tell them that talking
about complaints without solutions is unproductive and time
wasting.
Don't be afraid to tell them they are undermining company success
by affecting the morale of others. Offer to help them find another
job.
Rescuer
The rescuer is more of a "know-it-all." Be prepared for your
discussions with this person. They think they know more than you
and others.
Be appreciative, respectful and sincere about their contribution.
Take an indirect approach to help them see your point to avoid
putting them on the defensive.
Use soft words -- maybe, perhaps, we, us, etc.
Help them understand that there is time for others to have a
learning curve on what needs to be done. Help them understand
that it is in the company's interest to have more knowledge in the
pipe line.
Use them as a coach to others if possible.
If you are in a position to do so, get them into team training.
Even facilitator training will enlighten their views and show
them how to work with others.
Advice on dealing with difficult people
Everyone means well. Listen and understand before you try to give
your opinion or position. Try to determine what circumstance in
the past has molded their position. Repeat without agreeing so
they know you understand their concerns.
Get their input on how to improve the situation. Pass it along or
act on it if possible.
Strive for a win-win situation. There is often a middle ground.
If nothing works, don't let them undermine morale. Offer to help
them find another job.
Paul B.Thornton is a consultant, professor and author of several
books. This article is an excerpt from his latest book, The
Triangles of Management and Leadership, which is available at
booklocker.com. His company, Be The Leader Associates (www.
betheleader.com) designs and delivers management and leadership
programs. His e-mail address is PThornton@stcc.mass.edu
=============================================
RESOURCES for CEOs
=============================================
The Executive Committee - Chief Executives Working Together
http://www.CEOSuccess.com
** Attention CEOs
Business leaders are choosing a new way to better their companies
and themselves - through membership in TEC, an international
organization of CEOs.
Imagine the benefits of meeting regularly with a small group
of company leaders in your area to share experiences, exchange
ideas and solve common problems.
Thousands of chief executives turn to TEC for a learning
experience they cannot get anywhere else. We are committed
to connecting CEOs with the people, ideas and information they
need to help them improve their businesses and enhance their lives.
Check it out at http://www.CEOSuccess.com
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QUOTES to use in your staff meeting this month
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Honest Criticism is hard to take, particularly from a relative,
a friend, an acquaintance, or a stranger.
Franklin P Jones
There's nothing more dangerous than an idea if its the only one
you have.
Mark Twain
They cannot take away our self-respect if we do not give it to them.
Mahatma Gandhi
Perfection consists not in doing extraordinary things, but in doing
ordinary things extraordinarily well.
Angelique Arnauld
When the freedom they wished for most was freedom from
responsibility, then Athens ceased to be free and was never
free again.
Edith Hamilton, historian
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HUMOR to lighten up
the executive suite
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You Know You're In Trouble When ...
Your accountant's letter of resignation is postmarked
Zurich.
Your suggestion box starts ticking.
Your secretary tells you the FBI is on line 1, the DA is
on line 2, and CBS is on line 3.
You make more than you ever made, owe more than you ever
owed, and have less than you've ever had.
The simple instructions enclosed aren't.
People send your wife sympathy cards on your anniversary.
You see your wife and your girlfriend having lunch
together.
The plumber floats by on your kitchen table.
Golf
----
A foursome of senior golfers hit the course with waning enthusiasm
for the sport.
"These hills are getting steeper as the years go by," one
complained.
"These fairways seem to be getting longer too," wheezed a
second.
"And somehow, the sand traps seem to be bigger than I remember 'em
too," said the third.
Hearing just about enough from his buddies, the oldest, and wisest
of the foursome at 87-years-old, piped up and said, "Oh my friends,
just be thankful we're still on THIS side of the grass!"
Old-Timer
----------
An old-timer is someone who remembers every detail of their life
story, but cannot remember how many times they have told the same
person.
***excerpts from: http://www.joker.org/
***
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CONTACT CEO Success
=================================
Gary Lockwood is the publisher of the CEO Success Report.
Email: mailto:Gary@CEOSuccess.com
Office: (800) 272-1575 (USA) * (909) 984-3344
Fax: (909) 494-4314
========================================
Your Comments, please?
========================================
I appreciate feedback, corrections, and comments about the
CEO Success Report. Please send your thoughts to:
Gary@CEOSuccess.com mailto:Gary@CEOSuccess.com
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