What Really Matters! Volume 2, Number 4, 2010
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This is a free ebook on Personal, Professional & Organisational Development. It was created from a selection of articles published on the OTM Academy (www.otmacademy.com) from October 1st 2010 through ...

This is a free ebook on Personal, Professional & Organisational Development. It was created from a selection of articles published on the OTM Academy (www.otmacademy.com) from October 1st 2010 through to December 31st 2010.
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What Really Matters! Volume 2, Number 4, 2010 Document Transcript

  • 1. What Really Matters! Volume 2, Number 4, 2010 By Gary Ryan
  • 2. What Really Matters! Volume 2, Number 4, 2010 – is a compilation of selected articles from The OTM Academy from October 1st 2010 until December 31st 2010 . By Gary Ryan Published by What Really Matters Publishing c/- Organisations That Matter Level 8, 350 Collins Street Melbourne, Victoria 3166 AUSTRALIA Phone +61 3 8676 0637 E-mail: info@orgsthatmatter.com Copyright © 2011 Gary Ryan, Organisations That Matter® All effort was made to render this ebook free from error and omission. However, the author, publisher, editor, their employees or agents shall not accept responsibility for injury, loss or damage to any person or body or organisation acting or refraining from such action as a result of material in this book, whether or not such injury, loss or damage is in any way due to any negligent act or omission, breach of duty, or default on the part of the author, publisher, editor or their employees or agents. A note about ebooks Ebooks provide a special function that traditional books cannot provide. The links in this ebook are ‘live’, so if you read the ebook while online, you can immediately access the reference material.                      
  • 3. What Really Matters! Volume 2, Number 1, 2010 Who should read this ebook? This ebook is for people who are interested in personal, professional and organisational development, specifically as it relates to achieving career aspirations and enabling the organisations within which we work to be better places for human beings. This ebook represents articles from the fourth quarter of 2010 from the OTM Academy. Specifically, young professionals, new formal leaders and experienced leaders who wish to improve their leadership skills will benefit most from the contents of this ebook. To join the OTM Academy please follow this link. Thank You! Thank you to all our members of the OTM Academy. We hope that you will receive great value from this collection of articles compiled in the fourth quarter of 2010. Please respect our copyright. This means that if you have received this ebook you are free to share it, providing you do not change it in any way. Keep learning! Gary Ryan
  • 4. Table of contents An introduction to the ʻDiscovering Your Values Activityʼ 1 Is your message and the experience you create aligned? 2 Service helps us to make sense of our strategy on a day to day basis 3 Itʼs good business to increase complaints 4 Improve your listening by enhancing the quality of your conversations 6 In elite sport, as in life, one percenters matter 9 Awareness matters! 11 How should a Team Leader within a poor company culture motivate their team members? 12 Primary school teacher develops ʻconversation skillsʼ with children 14 Having REAL Conversations 16 By Tanya Rutherford 16 Why workplace trust is a challenge 17 Research shows that part time work and volunteering do matter 18 Why ʻCreative Tensionʼ trumps ʻProblem Solvingʼ 19 Service enables us to identify our customers 23 After Year 12, whatʼs next? 24 How great service attracts requests for a broader range of products/ services 26 Business Success Podcast Interview 27 How to motivate team members when times are tough 28 Delivering great service gives us job satisfaction 30
  • 5. What Really Matters! Volume 2, Number 1, 2010 Australian Emerging Leaders Survey 31 By Alicia Curtis 31 Goals and Achievements. December is an excellent time to take stock and plan for the coming year. 32 By Tanya Rutherford 32 The Thankful List 33 Do you have ʻHappiness Magicʼ? 34 University Student Group-Work Starter Course 35 Online Courses 36 Webinars 36 What Really Matters For Young Professionals! 37 Online Checklist 37 This product is for both Young Professionals and/or their employers 37 About Gary Ryan 39
  • 6. An introduction to the ʻDiscovering Your Values Activityʼ Discovering your personal values is an extremely powerful experience. Once clarified, your personal values enable you to behave in ways that provide you with every chance to be the person you wish to be. At work, at home and in the broader community. Your personal values enable you to be one person who has many different roles. People who aren't clear about their personal values often try to be 'different people' in different situations. It's hard enough being one person let alone trying to be 'multiple' people. View the short video that is the introduction to an activity that is included in my new book What Really Matters For Young Professionals! After concluding a keynote speech a member of the audience asked if I could help her to identify her core values. I then asked if anyone else was interested in participating in a short activity. How have you discovered your personal values? Please feel free to comment on this article. 1
  • 7. What Really Matters! Volume 2, Number 4, 2010 Is your message and the experience you create aligned? This really isn't rocket science but I am continually amazed at how many organisations get this wrong. Recently my family and I have been doing high school tours to help us make a decision regarding the right school for our eldest child. The schools have had many different approaches to this process. However, their messages have been very similar, "We create a caring, belonging and nurturing environment for your child where we seek to create well rounded young adults with strong academic and life skills." Yet it our experience of this message that has stood out the most for us. One school that had over 900 students crammed us into a room where three teachers and three students spent 60 minutes 'telling' us about the nurturing and sense of belonging that the school creates. The speeches were fine, the images shown to us on the Powerpoint presentation also looked fine. The teachers then stayed in that room while the three students led over crowded tours around the school. Classrooms were closed, it had become dark and lights were off and we spent most of the time peering in through windows trying to get a sense of what the school was like. After a while the litter on the ground became more and more noticeable. After all, there wasn't much else to see or experience. It seems to me that if you are going to promote a sense of belonging, then that is the 'experience' that you should do your very best to create. This is a classic case of ensuring that your message and the experience you create are aligned. All it takes is a few moments to to ask this question, "Is the experience we are going to create aligned with our message?" The school I have described is no longer on our list. Other parents who have also visited the school for their tours have expressed similar concerns. The school is completely unaware of the misalignment between their message and the experience they are creating. How do you make sure that your message and the experience you create are aligned? Please feel free to comment on this article. 2
  • 8. What Really Matters! Volume 2, Number 4, 2010 Service helps us to make sense of our strategy on a day to day basis Business strategy focuses upon enabling an organisation to move from its present state to a desired future state. It provides the ‘roadmap’ for this movement. Ultimately this results in thousands upon thousands of actions happening throughout the organisation. The intention of these actions is to move the organisation in the desired direction that the strategy dictates. Each action is therefore an example of the organisation's ‘strategy in action’. A clear service focus enables these actions to ‘make sense’ in the context of the overall business strategy and can help to connect the people within the organisation to the business strategy on a day to day, action by action level. Quote from a research participant When I understood that all I had to do was to focus on understanding the expectations of the people I serve, the whole service thing became a lot clearer. I’m not into big words and I’m not a manager, but I can find out what people expect of me and do my best to fulfill those expectations. Please feel free to comment on this article. 3
  • 9. What Really Matters! Volume 2, Number 4, 2010 Itʼs good business to increase complaints The American Express Global Customer Barometer has highlighted the importance of being easy to complain to, especially in places like Australia. T h e A u s t r a l i a n fi g u re s , second to Mexico, highlighted that 86% of Australians will cease doing business with an organisation after a bad service experience. Yet the majority of these Australians will not tell the organisation about their experience. Rather, they will tell their social network, especially if asked. The research reveals that the reason for this behaviour is that Australians find organisations notoriously hard to complain to. So instead they simply switch and tell their friends. What is interesting is that approximately one in two of these same Australians are willing to give an organisation a second chance, especially if they have previously had good service experiences with that organisation. The issue is that after the second chance, the Australians will simply 'disappear' as customers, especially if there is a viable alternative that is available to them. The pure economics of the above statistics highlight that it is good business to increase complaints. If an organisation were to become 'easy' to complain to, that same organisation would have more of a chance to 'recover' the customer and maintain a positive relationship with them and stop them from leaving. In simple terms this means that the company ensures that future expenditure from this customer will remain with them. We are fortunate to live in a world where a customer complaint can be made to a social network and, if you are easy to complain to, that complaints will be heard even though it wasn't said directly to your organisation. At the end of the day it doesn't really matter where the complaint is made, it matters that it is heard and acted upon. 4
  • 10. What Really Matters! Volume 2, Number 4, 2010 As an example I recently had a poor service experience about an organisation. I 'tweeted' that I was going to write a blog about my experience, which I did the following day. Within eight hours of posting my blog I was contacted by a representative of the company asking for more details and wanting to know how they could resolve my issue for me. Within a couple of days a resolution for my poor experience had been created and I have remained a client of that organisation. I had no idea that the company had set up (due to a recommendation from a teenage casual contact centre staff member) a 'twitter watch' and a 'blog watch' to look for complaints (and positive comments) so that they could fix them as quickly as possible. It is in this manner that an increase in customer complaints should be seen as a positive measure rather than a negative one. Unfortunately it is my experience that most companies see increased complaints as a poor result rather than a positive one. Alas, most companies are poor to complain to because they don't want their complaints metrics to rise. Silly, isn't it! How easy is your organisation to complain to and what are some examples of how this is done? Gary Ryan has led service excellence award winning teams in multiple categories and is a co-founder of the OTM Service Strategy. Please feel free to comment on this article. 5
  • 11. What Really Matters! Volume 2, Number 4, 2010 Improve your listening by enhancing the quality of your conversations So you are in yet another meeting. The conversation is flying back and forth yet you feel frustrated by the lack of people really listening to each other. In fact, you find yourself waiting for a 'gap' in the conversation so you can throw your two cents worth into the debate. The meeting ends. Everyo