Wow! The number and the quality of replies about last week's case study were amazing. Thanks to all of you who took the time to share their experience and perspective.
I had to laugh when one owner said, "I would first ruminate and probably complain to my partner and non-work friends about the stubborn attitude of Jen." More than one person said that rather than rocking the boat they would probably just send out the cards themselves.
On the other end of spectrum were the owners who planned to fire Jen for insubordination. Most of you found some middle ground to help both Jen and the new follow-up call program succeed.
The number of diverse comments and different approaches reminds us that there isn't always a clear cut answer or singular approach. I've come to see that to be successful leaders and coaches you have to find a style that works for you and for your employees.
Most readers assumed that the reason Jen was not writing notes was resistance or defiance. I can see why you'd come to that conclusion since Jen was always saying she didn't need to work and snapped at you when you asked her about her progress.
But take a step back. Maybe those things aren't linked. Could Jen's comments about not having to work actually mean she loves her job that much? And just because Jen snapped when asked about the cards doesn't mean she won't do it. Maybe she can't do it. As a few people noted, maybe Jen can't write very well or has bad time management skills and so she hasn't found the time to do what you've asked her to do. We do know that she only works part-time and in demand with her customers. We won't know until we ask.
And that's what is most important. You do need to meet with Jen and find out WHY she's having a problem getting cards and calls done. I like how one reader wrote, "It's possible that there are factors at hand which make her response understandable, rather than just assuming it's just unacceptable." Great perspective.
Many of you have heard me talk about the I Can't or I Won't approach. In the first conversation with an employee about an issue, I'm going to approach it believing that there is a reason the employee can't do what's being asked. My job is to help him so he can. Yes, it could be that he won't, but more often than not he can't.
A few people also commented that maybe Jen misunderstands why you're asking the staff to follow-up with customers. Maybe Jen is thinking the store is moving into hardcore selling and so she is considering leaving. One reader commented that sometimes all you have to do is get the employee to see the positive impact the follow-up has on the customer to change their attitude.
Here are some more thoughts:
* I like that most of you want to make sure Jen knows how much you respect and appreciate the great job she's doing with customers. She is valuable to you.
* There's nothing wrong with adjusting a programs if there is a better way. The goal for this retailer is get thank you cards and follow-up calls done. Maybe Jen and her colleagues could come up with a better solution.
* A few people said they would also remind Jen to bring problems to the manager/owner rather than talking to the staff about the issue. Good reminder.
* I appreciate how many of you want to make Jen a partner in finding a solution. It's important that employees be invested in the solution and the outcome.
Here are some more comments and different perspectives from your fellow readers. I apologize there isn't room for everyone's comments.
"I would never let a program destroy productivity."
"No matter what we can't let a top producer dictate what she will or won't do. Remember the old saying, you can pay me now or you can pay me later. The extra sales that a prima donna makes may not compensate for lost sales from an unhappy team."
"I would not react to what others are repeating about Jen. If I reacted to every comment I heard from staff about (you name it) I would never accomplish anything." (How true.)
"Once again operations are coming before customers!! Why would we place the burden of some operational extra on someone that is obviously an outstanding sales person?"
"Heck with the follow-ups. I'd try to figure out what Jen is doing to make her following so dedicated and use that info to enhance the way the rest of the staff interacts with customers."
"If Jen is making me money - more money than anyone else - I'm not going to mess with her tactic!"
"As a retailer, I would need to look at myself. Am I being flexible, building on each employee's strengths, & doing what is best to grow my business?"
"I wouldn't make any decisions based on second hand information."
"Well talk about sucking the fun out of working retail! In the first place, I wouldn't ask my employees to do something like this. My goal is to have them available to the customers who are IN THE store."
"Oh wait you said you wanted what we would actually do not what we thought you wanted us to say. What we would actually do is call a staff meeting and publicly flog her in front of the other staff showing that defiance will not be tolerated. Just kidding!"
"First of all before implementing this idea I would have run it by the likes of Jen and other top earners to get their feedback. I would have then realized by her reaction that she would not be happy about it and could have addressed it then."
Thanks again to everyone who contributed. Have a wonderful Valentine's Day and President's Day weekend.
I had to laugh when one owner said, "I would first ruminate and probably complain to my partner and non-work friends about the stubborn attitude of Jen." More than one person said that rather than rocking the boat they would probably just send out the cards themselves.
On the other end of spectrum were the owners who planned to fire Jen for insubordination. Most of you found some middle ground to help both Jen and the new follow-up call program succeed.
The number of diverse comments and different approaches reminds us that there isn't always a clear cut answer or singular approach. I've come to see that to be successful leaders and coaches you have to find a style that works for you and for your employees.
Most readers assumed that the reason Jen was not writing notes was resistance or defiance. I can see why you'd come to that conclusion since Jen was always saying she didn't need to work and snapped at you when you asked her about her progress.
But take a step back. Maybe those things aren't linked. Could Jen's comments about not having to work actually mean she loves her job that much? And just because Jen snapped when asked about the cards doesn't mean she won't do it. Maybe she can't do it. As a few people noted, maybe Jen can't write very well or has bad time management skills and so she hasn't found the time to do what you've asked her to do. We do know that she only works part-time and in demand with her customers. We won't know until we ask.
And that's what is most important. You do need to meet with Jen and find out WHY she's having a problem getting cards and calls done. I like how one reader wrote, "It's possible that there are factors at hand which make her response understandable, rather than just assuming it's just unacceptable." Great perspective.
Many of you have heard me talk about the I Can't or I Won't approach. In the first conversation with an employee about an issue, I'm going to approach it believing that there is a reason the employee can't do what's being asked. My job is to help him so he can. Yes, it could be that he won't, but more often than not he can't.
A few people also commented that maybe Jen misunderstands why you're asking the staff to follow-up with customers. Maybe Jen is thinking the store is moving into hardcore selling and so she is considering leaving. One reader commented that sometimes all you have to do is get the employee to see the positive impact the follow-up has on the customer to change their attitude.
Here are some more thoughts:
* I like that most of you want to make sure Jen knows how much you respect and appreciate the great job she's doing with customers. She is valuable to you.
* There's nothing wrong with adjusting a programs if there is a better way. The goal for this retailer is get thank you cards and follow-up calls done. Maybe Jen and her colleagues could come up with a better solution.
* A few people said they would also remind Jen to bring problems to the manager/owner rather than talking to the staff about the issue. Good reminder.
* I appreciate how many of you want to make Jen a partner in finding a solution. It's important that employees be invested in the solution and the outcome.
Here are some more comments and different perspectives from your fellow readers. I apologize there isn't room for everyone's comments.
"I would never let a program destroy productivity."
"No matter what we can't let a top producer dictate what she will or won't do. Remember the old saying, you can pay me now or you can pay me later. The extra sales that a prima donna makes may not compensate for lost sales from an unhappy team."
"I would not react to what others are repeating about Jen. If I reacted to every comment I heard from staff about (you name it) I would never accomplish anything." (How true.)
"Once again operations are coming before customers!! Why would we place the burden of some operational extra on someone that is obviously an outstanding sales person?"
"Heck with the follow-ups. I'd try to figure out what Jen is doing to make her following so dedicated and use that info to enhance the way the rest of the staff interacts with customers."
"If Jen is making me money - more money than anyone else - I'm not going to mess with her tactic!"
"As a retailer, I would need to look at myself. Am I being flexible, building on each employee's strengths, & doing what is best to grow my business?"
"I wouldn't make any decisions based on second hand information."
"Well talk about sucking the fun out of working retail! In the first place, I wouldn't ask my employees to do something like this. My goal is to have them available to the customers who are IN THE store."
"Oh wait you said you wanted what we would actually do not what we thought you wanted us to say. What we would actually do is call a staff meeting and publicly flog her in front of the other staff showing that defiance will not be tolerated. Just kidding!"
"First of all before implementing this idea I would have run it by the likes of Jen and other top earners to get their feedback. I would have then realized by her reaction that she would not be happy about it and could have addressed it then."
Thanks again to everyone who contributed. Have a wonderful Valentine's Day and President's Day weekend.
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