Management Theory M: The Fount of the Next New Business Buzzword Bonanza

By Karen Susman

Move over Theories X, Y, and Z. Make room for more than 360˚ feedback. Announcing the next new thing. Roll out the red carpet for Theory M. “M” as in Mensch Management. Mensch, a Yiddish word, means an honorable person. If all leaders led and managers managed like mensches – with honesty, integrity, and respect for all people – profits would soar, the chitchat around the water cooler would be more positive, and retirement funds would be intact.

As with any management theory worth its weight in lox, Theory M comes with a slew of buzzwords – buzzwords to replace “paradigm shift, “ “data dump,” and “benchmarking.” Don’t ask, “Who moved my cheese?” Ask, “Who schmeared cream cheese on my bagel?” To help you schlep up to speed, here is a partial glossary of Theory M lingo and business adaptations.

Theory M Glossary:

• Chutzpah. (hutz-pa) Clear your throat as you say the “ch.” Rhymes with “foots paw.” 1. Guts, audacity. 2. A brazen move. “Making that deal took real chutzpah.”
  
  Application: Develop chutzpah in yourself and your team. If you want to succeed in this global marketplace and uncertain times, you’ve got to take risks.
  
  
• Maven. (may-ven) Rhymes with “raven.” An expert. Example. “We called in a consultant. He was a knowledge management maven.
  
  Application: You don’t have to know it all. Save time, frustration, and money by calling in an expert to compliment your expertise.
  
  
• Megillah. (mu-gill-uh) Rhymes with, hmmmm, megillah. A long story. Example. “Stop your megillah. What’s the bottom line?”
  
  Application: Give the bottom line of your story, or point, first. Then support and illustrate your thesis with as much of your long story as necessary.
  
  
• Plotz. (plotz) Rhymes with “pots.” To collapse or explode from aggravation or outrage. Example: “When I told my manager I wanted to transfer, she plotzed.”
  
  Application: Practice stress management techniques and share them with staff so coping skills are developed and plotzing is minimized.
  
  
• Schmooze: (sch-mooz) verb. Rhymes with “lose.” To chat. To network. The most vital career-building tool. Example: The salesperson reported to the sales manager, “I schmoozed with everyone at the chamber lunch. And, I got six hot leads.”
  
  Application: Schmooze to build mutually beneficial relationships and exchange information. For career success, practice networking skills. Schmooze it or lose it!
  
  
• Shtick. (Sh-tick) noun. Rhymes with “pick.” A studied, overused routine. Example: The disgruntled customer said, “Every time I call for service, they give me the same shtick – ’It’s not my job.’ “
  
  Application: Review the scripts, or shtick, your sales, service reps and marketers use. Are they on automatic pilot? Give them the authority and knowledge to be flexible so they can meet the needs of the customer.
  
  
• Yenta. (Yen-ta) Rhymes with “tent-a.” A gossipy person who can do a lot of damage in an office. Example: “Don’t tell Jim in finance anything about the merger. He’s a real yenta.”
  
  Application: Confront yentas so that rumors and conflict can be nipped in the bud and discarded faster than bad pastrami.
  
  
• Zaftig. (Zaf-tig) Rhymes with “cough-big.” Plump, chubby, fat, super-sized. Example: “In the ‘90s we added too many staff and locations. We got zaftig.”
  
  Application: Keep things lean in the good times and you’ll be prepared for tough times.
  

Are Theory M and its cadre of buzzwords meshugenah (crazy)? Consider that “Chicken Soup for the Soul” and all it permutations have sold more than 80 million copies. Quick! Jump on the matzo ball and let’s roll.

Karen Susman coaches individuals and groups on presentation skills. She speaks on Humor, Life Balance, Networking and Building Community Involvement. Her guidebooks on these topics are $5 and can be ordered at www.karensusman.com. Her free e-zine offers monthly tips on presentation and other success skills. Sign up at www.karensusman.com or at karen@karensusman.com.

Published in Networking Today, September, 2003

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Software Tips & Tricks Customizing Outlook Appointments

By Laura NobleChanging Outlook Appointment's Time

Quickly change the time of an appointment by clicking the appointment. When a 4-headed arrow appears along left border, left-drag to a new time.

Increase or Decrease Length of Outlook Appointment

Often the length of an appointment will be changed after it is entered into Outlook, however, there is a quick method to change the length.

Place the mouse over the top or bottom border. When it changes to a double-headed arrow drag up or down to increase/decrease time of meeting.

Stay tuned to Networking Today in the coming months for more Software Tips & Tricks from Noble Software Solutions.

Laura Noble is the owner of Noble Software Solutions. Laura can be contacted at 519-680-2689 or by e-mail at lnoble@noblesoftwaresolutions.com. www.noblesoftwaresolutions.com

Published in Networking Today, September 2003.

Homework – Don't Work Harder Than Your Child! Love & Logic Guidelines for Helping with Homework

By Dr. Charles Fay

• Set aside a time each day for family learning. Set aside at least 30 minutes, devoted to “family brain cell development.” During this time, there should be no TV, video games, computer games, etc.
  
  Model your own excitement for learning by reading a book, writing letters, etc. Your child may learn by doing his homework, reading about something he loves, writing stories, etc.
  
  
• Help only when your child truly wants it. Some parents make the mistake of forcing help upon their kids. This only creates frustration, anger, and kids who believe they can’t learn without their parents’ help.
  
  
• Help only when there’s an absence of anger or frustration. When either you or your child gets frustrated or angry, learning becomes associated with frustration and anger.
  
  
• Help only when your child can describe what the teacher said. This ensures that your child continues to believe that it’s important to pay attention to teachers. Unfortunately, some kids learn that it’s best to “tune-out” at school and let their parents do all of the teaching at home.
  
  
• Move away from your child before he/she “gets it.” Some children believe they can only learn something, or “get it,” when an adult is in the same room…or is guiding them every inch of the way.
  
  To prevent this dependency, avoid falling into the habit of sitting at the table as your child does her homework, especially when she is on the brink of learning something new.
  

The cardinal rule for helping: Never work harder than your child.

Dr. Charles Fay is a nationally known speaker, parent, and school psychologist with the Love and Logic Institute in Golden, Colo. His new video, Hope for Underachieving Kids, and his book, Love and Logic Magic: When Kids Leave You Speechless, provide a wealth of ideas for raising kids who are ready to learn and ready for the real world. For more information about Love and Logic parenting and teaching techniques, call 1-800-LUV-LOGIC or visit www.loveandlogic.com.

Published in Networking Today, September, 2003.

Software Tips & Tricks Finding a Word or Phrase on a Web Page

By Laura Noble

In the Tip article, Internet Search Tips, includes tips on how to best search the Internet. Often, after the search you may discover multiple pages of text and cannot easily find the word or phrase you are searching.

Solution:

	Press Ctrl + F
	The Find box opens (see sample below)
	In the Find What box fill in the word or phrase you are searching
	If required, select any options (for example, Match Case)
	Click the Find Next button and the word or phrase will be highlighted on the Web page
	Close box by clicking the X in the top right corner

Stay tuned to Networking Today in the coming months for more Software Tips & Tricks from Noble Software Solutions.

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Laura Noble is the owner of Noble Software Solutions. Laura can be contacted at 519-680-2689 or by e-mail at lnoble@noblesoftwaresolutions.com. www.noblesoftwaresolutions.com

Published in Networking Today, September 2003.

The Addiction of Multi-Tasking

By Barbara Bartlein

Beware all you multi-taskers, you may not be as productive as you thought. According to new research compiled by David E. Meyer, a psychology professor at the University of Michigan, productivity is actually hindered when people try to accomplish two things (or more) at once. Mr. Meyer reports that people who switch back and forth between tasks, like working on a project and answering the phone or emails, may spend up to 50% more time on those tasks than if they work on them separately, completing one before starting the other.

There has been little research into the habit of multi-tasking but Mr. Meyer theorizes that some workers may feel more productive or it provides a show of accomplishment for co-workers. Increasingly, however, researchers are questioning whether the constant flow of data is part of the problem.

“It’s magnetic,” said Edward M. Hallowell, a psychiatry instructor at Harvard. “It’s like a tar baby: the more you touch it, the more you have to.”

Dr. Hallowell and John Ratey, an associate professor at Harvard, join a growing number of physicians that are concerned about the effects of technology on creativity, thinking processes and productivity. Increasingly, they have observed workers who are compulsively drawn to the constant stimulation provided by incoming data.

They have coined their own term for the apparent addiction that some have for the constant flow of data and jumping from one task to another: pseudo-attention deficit disorder. Its sufferers are influenced by the fast pace of modern life and the constant use of technology to the point that they have developed shorter attention spans. They become frustrated with long term projects or activities that require intense concentration.

“It’s like a dopamine squirt to be connected,” said Dr. Ratey, who describes a narcotic like effect of being constantly wired. “It’s an addiction,” he said, “Some people cannot deal with down time or quiet moments.”

The data speed demons worry they will fall behind if they disconnect and are compulsively drawn to fast moving data. Duped O.C.D.—online compulsive disorder, by researchers studying the syndrome, there are actual symptoms of withdrawal for folks when they unplug and seek quieter moments.

Some clues that you may have a problem:

• It is difficult to unplug. Whether at a conference, on vacation, or simply after hours at home, you become anxious if you haven’t checked your email, voice messages and fax after a few hours. If you go get a cup of coffee and feel that you have to check the email when you return, you are over plugged.
  
  
• Your desk is cluttered with multiple unfinished projects. Multi-tasking can be a way to avoid projects that are stalled or difficult to finish. Seat belt yourself to the chair and focus on finishing the largest undertaking first. Turn off the phone/fax/Internet so that you can concentrate.
  
  
• Data becomes difficult to separate from information. We are bombarded with data these days, but is it really information? Any worthwhile information or news will be reported in multiple places. Arrange for the delivery of information from one or two sources and tune out the rest.
  
  
• Creativity and new ideas are stalled. It is well known that many of the best ideas and creative thinking occurs when the mind is uncluttered. That is why people often report that if they “sleep on it” they wake up with the answer to a problem. Make sure that you are building quiet, uncomplicated time into each day for creative thinking.
  

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, September 2003.

Ten Guidelines for At-Home Business Entertaining

By Barbara Pachter

A manager wanted to thank his department for working exceptionally long hours to finish a proposal on time. He invited them to his home for a Friday night dinner to celebrate. This was a gracious and welcomed act on his part except shortly after the meal was served, he had to leave the table for 20 minutes to put his two-year old son to bed. This made his employees feel awkward. They didn’t know if they should continue to eat or wait for him to return.

Entertaining successfully at home can add a lot to your professional image—if done well. You appear as the boss who appreciates others and will go the extra mile for his or her employees. But making some common blunders can detract from your image and even undermine your authority.

Whether as a thank you, team building event, or a holiday celebration, here are 10 guidelines for managers to remember if entertaining in their homes:

1. Make sure your invitation gives the necessary information. Your employees need to know if spouses or dates are invited, the dress code, the time the party starts and ends, and whether or not a meal will be served.
   
   
2. Check dietary requirements ahead of time. Many people are vegetarians or have restrictions. Make sure there is something for every one to eat. Keep the food simple and easy to eat. No spare ribs or spaghetti.
   
   
3. Make sure your children are well behaved or you have a babysitter available. You don’t want them distracting your guests. Same rule applies to pets. Many people are frightened of dogs or may be allergic to animals.
   
   
4. Prepare you spouse or partner. Let him or her know who is coming and why. Try to share something about each person so that your spouse or partner can make conversation with all of your guests.
   
   
5. Clean your entire house. You don’t want to undermine your image by having your guests see a dirty bathroom or a messy home office. A salesman was having dinner at his director’s home when he accidentally opened a closet, thinking it was a rest room, and he was met with an avalanche of coats, hats, and board games.
   
   
6. Be cautious with liquor. If you serve alcohol make sure no one gets drunk, yourself included. Offering just wine and beer instead of hard liquor is simpler and safer.
   
   
7. As the host, make sure you mingle with everyone. Help others mingle also. If everyone doesn’t know everyone, make the introductions. Don’t just talk about business. This is an opportunity to get to know others outside of the business environment. Just don’t get too personal.
   
   
8. If you can, arrange for help for serving and cleaning up. This way you will get to interact with your guests.
   
   
9. If you have music, choose something that all will like. I attended a party at a client’s home once and was surprised to find that she played hard rock music, very loudly. Jazz or classic music can be a good choice, but keep it in the background so people can speak comfortably.
   
   
10. Offer a brief speech or toast, to welcome your guests and let them know you appreciate their efforts. Employees will appreciate being thanked and recognized for their hard work.
    

Barbara Pachter is the author of "The Power of Positive Confrontation" ($13.95 paperback, Marlowe & Co.) and the co-author of the "Prentice Hall Complete Business Etiquette Handbook." She is a speaker, trainer and coach specializing in business communications, business etiquette, and assertiveness issues. Her client list features major corporations and organizations worldwide, including NASA, DaimlerChrysler, Pfizer, Ernst & Young and the University of Michigan.

For a review copy of "When the Little Things Count" or "The Power of Positive Confrontation," contact Blanca Olivery: 212-614-7982, or Email: publicity@avalonpub.com

Published in Networking Today, September 2003.

What Drives Client Loyalty?

By Andrew Sobel

Several years ago I was in the midst of a long-term engagement with a CEO who suddenly received an attractive offer to sell his company. After several weeks of negotiations, it appeared the deal would go through. That morning my client pulled me into his office for a talk. I was, in truth, a bit nervous: the company owed me some money for past work, and we had a signed contract for services that extended several months into the future. A change of ownership could throw everything into disarray!

"Andrew," the CEO began, "I just want you to know that if this deal goes through, I've arranged for you to be paid for the work you've already completed – I don't want that to fall through the cracks, which it might; I'm going to ensure that you are treated fairly." He then added, "I have already spoken to the chairman of our new potential owners about how much you've helped us and suggested he meet you to see if you could be a resource for the combined entity." I breathed a sigh of relief and thought to myself, "Wow, this guy is sticking up for me – he's loyal!" In truth, it was a wonderful feeling – and one that we all wish we might experience more often.

When I set out to write my most recent book, Making Rain, I started to wonder: What is client loyalty, really? People certainly talk about it a lot – there's employee loyalty, brand loyalty, customer loyalty, and, for this discussion, client loyalty. The conventional wisdom about what inspires loyalty for products or companies, however, isn't all that relevant for professional-client relationships: the reasons why we're loyal to a brand of toothpaste or to an employer are somewhat different from those that compel a client to demonstrate loyalty to a professional who is providing a complex service or sophisticated product.

Based on hundreds of interviews I've conducted on this subject with both senior corporate executives and individual advisors, and it’s clear that there are three main drivers of client loyalty:

The value you add
The degree of trust you develop
Going the extra mile

Let's look at each of these in turn:

VALUE ADDED

First, a client's loyalty is tempered by how much value you've added. Generally, adding value means improving your client's business condition: helping her to solve problems, achieve personal and business objectives, and get critical work done. Keep in mind that there are three types of value you have to add: · Core value: this is what you explicitly contract to do for your client. If you don't deliver on this, you're in big trouble.

• Surprise value: Surprise value is when you identify and solve problems that aren't part of your contract. It's when, in the course of your work, you help your client out in unexpected ways that add value.
  
  
• Personal value: Every client you work with gains something personal from the relationship. Robin Bidwell, who is the chairman of the global consulting firm Environmental Resources Management (ERM), sums this up very well: "Different clients value quite different things. One client of ours most valued our ideas and intellectual capital, and was constantly spending time with our consultants and sitting in on workshops. Another wanted to feel important, and we had to treat him like a V.I.P. Yet another wanted personal coaching, and was constantly asking us for feedback and suggestions. You've got to figure this out right at the start if you want to be successful."
  

TRUST

The trust a client reposes in you will depend on several important factors. First of all, do you have integrity? Integrity is when you consistently adhere to a set of sound values or ethics, you are honest, and there is a wholeness or an "integral" quality to your behavior. Integrity also implies reliability and discretion – you follow through on what you say you'll do, and you assiduously keep client confidences. Second, trust is based on a client's perception of your competence to do a particular job. I might trust a babysitter to take care of my children for an evening, for example, but not to take them on a three-day rafting trip. Similarly, a client has to feel that you or your company has the skill to effectively tackle the job at hand. Third, a client's trust in you will depend on whether you are focused on your own agenda (you have a self orientation) or on his agenda. Finally, trust is also based on knowing each other personally – on some degree of intimacy and "face time." We need first-hand experience with an individual in order to sense whether there are shared values, personal chemistry, and mutual respect.

Dan Scharre, the CEO of telecommunications equipment supplier Larscom, highlighted this element of trust when I asked him about his loyalty to various professionals: "I look at their ethics," he told me. "The professionals I'm loyal to demonstrate the highest standards of ethical behavior. Yes, they have to do a very good job, but if they don't have integrity, it doesn't matter. They have to honestly represent their capabilities to me and follow through on what they say they'll do, every single time."

THE EXTRA MILE

When you set aside your own interests and do something extra for a client – when a client perceives that you have helped him in some out-of-the-ordinary way and gone the extra mile – then loyalty grows.

The extra mile can be represented by many different gestures and acts, and sometimes they have little to do with your formal contract with a client. As Steve Pfeiffer, chairman of leading law firm Fulbright & Jaworski says, "If you leave your vacation a day early to help a client meet a critical deadline, it shows you're dedicated and you care, and this builds loyalty. On the other hand, I have counseled several clients' children on the college application process, and helped them find and get into the right school – this has nothing to do with the business aspects of the relationship but everything to do with the human side. It’s appreciated and valued."

If you can add great value, build both professional and personal trust, and go the extra mile for your clients, your reward will be long-term client loyalty. Loyalty, of course, doesn't mean that a client will do business with you when she doesn't need your services, or choose you over others she thinks are more qualified for a particular task. Dan Scharre, the CEO at Larscom, says this about what loyalty does mean: "For many years I've had a good relationship with a very effective sales trainer. Recently, he's spoken to me several times about doing some work for my company, but it's really not the right time for the kind of service he offers. I feel loyalty to this guy, but that doesn't mean I'm going to hire him when I don't have a real need. In the last few months, however, I have strongly recommended him to three or four other executives at other companies. Later this year, when the timing is better, I will probably hire him to do some work with us."

What more could you ask for? So add value in multiple ways – core, surprise, and personal. Build trust. And go the extra mile for your clients. If you do these things consistently, the loyalty you experience will grow.

Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com

Published in Networking Today, September 2003.