Yes, that’s what Seth Godin said in a recent blog*. If you are fed up and ready to quit a job, he says, stay a while and “quilt” instead; i.e., sew up – stitch, knit, whatever – the ragged ends of your relationships throughout the organization.

Have a meaningful conversation with the guy whose painstaking deliberations drive you around the bend. Explore the continual sense of disapproval you feel you get from your supervisor. Tell your most productive co-workers how much their help and humour has meant to you over the years (even just months, in some jobs).

And what about customers? Is it finally time to ask them what they really think of the products (or services) you and they have been haggling over for so long? What have you got to lose? Nothing, and everything to gain.

Courageously seeking clarity can produce benefits most people cannot even imagine. The feedback we get when we ask for it appropriately has the potential to shift our internal kaleidoscope profoundly. At MaxImpact we prepare clients to make the most of their feedback through training, facilitating and coaching sessions in which they learn and practise key communication skills.

The key to great feedback is learning to receive it appropriately, as well as giving it. We have boiled the major tenets down to 10 tips that we will post soon!

Until then, remember: listen – don’t just speak – with empathy.

*Read Seth Godin’s post here.

Carol J. Sutton, Cert.ConRes.

www.maximumimpact.ca

That is why MaxImpact makes communication an integral part of our Excellence in Management program. In addition, we cover planning, organizing, staffing, delegating, supervising, measuring and reporting.

To be well honed, communication and the other management skills have to be applied deliberately, over time. For that reason, the six sessions that make up Excellence in Management occur over several months, to allow the program content to sink in and take root. As with all skills, practise makes perfect. The next program starts in mid-March; click here for a detailed description.

To learn more about how communication can build your business results, download this audio file – Communicate with Power – available to you right now at no charge. Please listen, and let us hear from you. We would like to know your reaction to this, and anything else you find on our website. Thank you!

And all three were highly suspect, if you ask me.  Not one seemed genuine or prompted by any real remorse.

An apology when you screw up is nothing new.  But it is often neglected and when problems are left to fester, that’s precisely what they do.  From little acorns do grow great, big, blooming issues when someone does not say ‘sorry’ and make amends when it’s necessary.

Contrast Joe, Serena and Kanye’s lack-luster mumbles with the clear language, and sincerity of expression found in all the messages from Michael McCain, president and CEO of Maple Leaf Foods in the aftermath of the Listeriosis crisis.

He stepped up and apologized via every form of modern media available and what’s more, he sounded and acted like he meant every word.  His statements and demeanor were credible, not slick; honest, not crafted and humble, not sullen.  McCain then made sure his company did everything it could to fix the problems that led to the outbreak and put in place new processes so it would not recur.

Recently, a client of mine, the owner of a construction company, had to apologize publicly when chemicals associated with renovations to a building they were working on were found polluting a nearby stream.  Behind closed doors, some of his senior staff fumed that it was a subcontractor who was directly responsible for the pollution, but the CEO shut down that discussion, pointing out, quite rightly, that his company was ultimately responsible for anything done by specialists they hire.

He apologized to the building owners, to the neighbors who fished in that stream and, via the media, to the public.  At the same time, he financed the clean up of the stream, paid the fine levied by the environmental regulators and made a voluntary contribution to an environmental organization that protects fresh water habitats.

The public is remarkably forgiving and even displays a very short memory for misbehaviors of all kinds, when the responsible person or organization apologizes and makes amends.  We recognize our own frailties as human beings and we can forgive and forget.

But we can’t forgive if there is no apology, no acknowledgment of harm or failure, and we do not forget when the unrepentant refuses to recognize his or her failings.

Deborah Folka

Senior Consultant

Maximum Impact Training & Development

604.517.1339 (direct)

www.maximumimpact.ca

What would you do if your biggest customer said “we don’t want your people coming through our door because of H1N1?”

This is exactly what happened to a Canadian company doing work all over the world.  A major European client threw the potentially disastrous curve.

The company responded swiftly and provided the customer with convincing information about how they planned to deal with any outbreak of the virus, how their staff would manage and all the preventive work they are doing to keep everyone healthy.

It worked…but it was tense and it could have been disastrous for that company

Are you ready for whatever H1N1 may mean to you and your business?  Have you looked into getting vaccines for your employees?  Bought masks?  Opted for less travel and more on-line work?

Have your decided what to do if up to 30 % of your employees are off sick with the virus?

That statistic, by the way, is from the Center for Disease Control and represents the standard number of people felled by flu in most ‘normal’ years.  They are concerned with H1N1 the coming fall and winter will be nothing ‘normal.’

What are your employees thinking about the potential risk? During Hurricane Katrina, almost 40 % of the New Orleans police force quit because they decided they wanted to stay home to protect their families rather than face the dangers of the job.

In addition to discussing the operational challenges of nervous customers and ill staff, have you talked to your management team about prevention and information measures?  Have you posted signs in the washrooms and lunchrooms and outside by the smokers’ area about precautions to take?

Have you communicated with your customers so you know their specific concerns about the virus?  You can do this research without throwing anyone into a panic by checking out secondary sources on-line and from your industry association.  Be pro-active in addressing the questions.

If you’re in the hospitality industry or food services, think of ways you can promote anti-flu foods, careful preparation and healthy eating.  Consider putting a note on the menu or preparing a special flyer or posting on your website about the efforts you’re making.

Look at all your current methods of communication – email, website, Intranet, blogs, Twitter, texts, newsletter, bulletin board, staff meetings, mailings to customers, conferences – and find opportunities to reassure everyone.

Knowledge is not just power – it’s comfort and shows leadership. Everyone relaxes when you tell them someone is taking responsibility and taking care of business.

An ounce of prevention…

Deborah Folka

Senior Consultant

Maximum Impact Training & Development

604.517.1339 (direct)

www.maximumimpact.ca