Roy Hodgson has put Fulham firmly in the spotlight with the victory over Hamburg to secure a place in the UEFA Europa League Final against Atletico Madrid on May 12th. Roy an experienced manager both at home and abroad has formed his team into a force to be taken seriously.
Listening to the man, you would expect some words of wisdom that we could hang on to, in the hope some of his managerial magic would rub off on us. When you look at his approach a few clues emerge which are not unusual . Speaking in the Independent newspaper; ‘We analyse his thoughts and see if we can apply them as our own business tools
Roy starts by discussing Respect.
"Can you coach? Can you earn the players' respect?" He adds: "The other things, they are bonuses: the scouting reports, fitness details et cetera. You could do away with a lot of that and be successful as long as you are able to use your time on the pitch wisely, and convince players this is what you have to do."
Here he puts ‘earning peoples respect’ high on his list of management tools.
Treating people as you expect to be treated is one sure way of accelerating this process. Lead from the front, and sell your vision to everyone.
Fulham players testify to the repetitive nature of much of the session work, but have come to appreciate it works, the club punching so far above their weight Hodgson takes them to Chelsea today as the highest-placed English manager in the Premier League.
The old school technique of standard procedures has a place in my heart; everyone singing from the same hymn sheet is an excellent communication tool for any business. Everyone gets to know the company procedures, and as you can see from Fulham experience everyone starts pulling their weight. Teamwork improves because there is less ambiguity, and more importantly the customer receives a quality service.
Roy also speaks about not spending time on the smaller things in life, its the Praetor’s 80/20 rule.
You have to differentiate between areas of minor importance, such as when we travel and eat, and those of major importance such as: how we are going to play and practice? Who is taking the free-kicks? If you have democracy you get nowhere.
There are areas, such as: do we travel in suits or track-suits, where I ask. That's not going to change the result, and I'm only democratic with the senior players. I don't want everyone's opinion. I might have one or two people I've identified as having no opinion worth listening to so I dismiss what they say out of hand.
We are all guilty of procrastinating on the unimportant decisions we make in our day to day activities of running the business. But this reminds us that in order to succeed, you must tackle the big issues, Just have one or two lieutenants to take their advice but be prepared to make the big decisions and stick with it.
Speaking about his time with United Arab Emirates, where he lead the national side between 2002 and 2004 Roy reminds us you can lead a horse to water but you can’t make it drink.
We told them 'to succeed we have to be organised. If we are going to train at 10.30 we want you there at 10.30; if we say dinner at five, we want you down at five.' You might get everyone there, but at three minutes past, two were across the road to McDonald's. You can put a big fence around the hotel but half the poor bastards will starve to death."
At the end of the day, you can deliver all the best practice in the manager’s handbook but if any of your employees just won’t listen then you either accept what you cannot change or change what you can not accept.
Wednesday, 5 May 2010
Tuesday, 23 March 2010
The People Process
I get to see many managers who complain about their employees, sometimes they are justified and have just got some bad eggs.
In the majority of cases it is the application of the person to the task or job which just doesn't fit
If you don’t get the people process right, you will not achieve the full potential for your business.
Managers who apply a process to choosing the employees for a particular role or task have a far better success rate. It need not be a complex ed process, just think about the person and the job.
• The process evaluates individuals accurately in detail.
• Provide a framework for identifying and developing the good talent at all levels from shop floor to senior management.
Think about training, has the individual got the skills for the task
Have they the time to do it? are you expecting to much
Sometimes you haven't the luxury of picking the ideal person, in this case understand you may not get fully what you want. But as you give that person more of your support and guidance during the task you may get your rewards.
If a person is weak in some areas, they should not be automatically excluded, you, as their manager just needs to understand you need to give more attention until they can carry out the task or project to your satisfaction.
Regular updates and encouragement will pay dividends, but remember if it's not going to plan it may be the people process which needs looking at again.
In the majority of cases it is the application of the person to the task or job which just doesn't fit
If you don’t get the people process right, you will not achieve the full potential for your business.
Managers who apply a process to choosing the employees for a particular role or task have a far better success rate. It need not be a complex ed process, just think about the person and the job.
• The process evaluates individuals accurately in detail.
• Provide a framework for identifying and developing the good talent at all levels from shop floor to senior management.
Think about training, has the individual got the skills for the task
Have they the time to do it? are you expecting to much
Sometimes you haven't the luxury of picking the ideal person, in this case understand you may not get fully what you want. But as you give that person more of your support and guidance during the task you may get your rewards.
If a person is weak in some areas, they should not be automatically excluded, you, as their manager just needs to understand you need to give more attention until they can carry out the task or project to your satisfaction.
Regular updates and encouragement will pay dividends, but remember if it's not going to plan it may be the people process which needs looking at again.
Friday, 29 February 2008
Meeting Customers- How to improve results
Top Tip
Meeting clients: How to improve results.
Many of us go into meetings with clients, and at the first opportunity tell them all about how great our company is and what we can do for them.
This is the wrong approach, mainly because we haven’t a clue about their problems or concerns. We should be asking about their business, and listen, don’t butt in. Find out what your customer need’s you to offer them, and then tailor your reply to their needs. Note the following:
1. Prepare an agenda for yourself to make sure you cover your product or service
2. Short check on the company as: web page, local knowledge etc.
3. Think about what the client requires from you, don’t assume.
4. Use open questions: What are the plans for the future?
What problems do you face with your expansion?
What are your main issues facing you today – labour resources- suppliers.
5. Make a follow up call after the meeting.
6. Search for articles which may help them overcome problems –papers- web pages etc
This technique helps you create a relationship with your client. You become sensitive
to their needs, and they will appreciate your interest in their problems.
Soon your client will consider you to be a reliable supplier.
But you must work at it- so target two or three idea candidates and do the business
Meeting clients: How to improve results.
Many of us go into meetings with clients, and at the first opportunity tell them all about how great our company is and what we can do for them.
This is the wrong approach, mainly because we haven’t a clue about their problems or concerns. We should be asking about their business, and listen, don’t butt in. Find out what your customer need’s you to offer them, and then tailor your reply to their needs. Note the following:
1. Prepare an agenda for yourself to make sure you cover your product or service
2. Short check on the company as: web page, local knowledge etc.
3. Think about what the client requires from you, don’t assume.
4. Use open questions: What are the plans for the future?
What problems do you face with your expansion?
What are your main issues facing you today – labour resources- suppliers.
5. Make a follow up call after the meeting.
6. Search for articles which may help them overcome problems –papers- web pages etc
This technique helps you create a relationship with your client. You become sensitive
to their needs, and they will appreciate your interest in their problems.
Soon your client will consider you to be a reliable supplier.
But you must work at it- so target two or three idea candidates and do the business
Saturday, 23 February 2008
Are managers changing as fast as the world around them? Answer No!
Do our managers inspire? Do we engage and encourage employees to produce outstanding results?
Can we retain employees? How can we? Tony Erskine of BusinessExplained suggests a different approach.
For companies to survive and prosper in this fast moving environment, the manager must evolve and tackle the issues head on. Are managers changing as fast as the world around them? The answer is no.
Lead your people the right way - and you unleash their future potential
Basic qualities we hope for in an employee are, Obedience Attentiveness and Intelligence, ask any manager, what is the production rate with these qualities? 60 or 65%? Is this acceptable? No.
The manager of the future needs Initiative, Creativity and Gusto to flow from their employees.
The question is: How do we build a company that merits this contribution from its workforce?
How do we keep and develop key staff?
The manager’s role is to look after their employees - the employees to look after the customers – and the customers look after the investors. The needs of our employees are: money, recognition and meaning.
How can you improve employees’ remuneration package without breaking the bank? Money alone does not motive to perform. It could be a flexible working day, free child care, laundry services, free car washes, tickets for sports events paid lunches. Humour and good food within a group of people creates a good mood, which helps people hear each other better and leads to feeling more co-operative.
What about additional days attached to bank holidays such as Easter, May or August? Has everyone been given a job title?
Next you need to create a culture of recognition; we all feel the need to be recognised for our achievements.
Managers should imagine every employee had a sign around their neck that says ‘Make me feel important’.
A ‘Thank You ‘note from the boss. Taking the time to ask about their family. Try employee of the month scheme, or recognition of birthdays and anniversaries. Perfect Attendance awards, cash bonus for 100% attendance, ideal incentive when pitched around Christmas time, these are all simple put effective ways of recognition.
To praise someone in person, is recognised to be the most important acknowledgement for one to receive, it is far more influential than the written record praise, or a thank you email.
Meaning to the employee is belonging to a successful organisation and contribution to the success story. You can give your employees a sense of meaning by:
· Showing employees just how much they impact on customer service
· Creating experiences for your employees which build their sense of community within the organisation
· Sharing knowledge on how the company is doing ( not just when the news is bad)
· MD’s should voice their aspirations and visions on a regular basis.
If managers can fulfil the wants and needs of their employees they will create a lasting relationship which will improve the profitability of the organisation and maintain a high level of customer retention.
Tony Erskine is a Business Strategist researching management of the future. Please feel free to comment below or alternatively you can email Tony direct.
Can we retain employees? How can we? Tony Erskine of BusinessExplained suggests a different approach.
For companies to survive and prosper in this fast moving environment, the manager must evolve and tackle the issues head on. Are managers changing as fast as the world around them? The answer is no.
Lead your people the right way - and you unleash their future potential
Basic qualities we hope for in an employee are, Obedience Attentiveness and Intelligence, ask any manager, what is the production rate with these qualities? 60 or 65%? Is this acceptable? No.
The manager of the future needs Initiative, Creativity and Gusto to flow from their employees.
The question is: How do we build a company that merits this contribution from its workforce?
How do we keep and develop key staff?
The manager’s role is to look after their employees - the employees to look after the customers – and the customers look after the investors. The needs of our employees are: money, recognition and meaning.
How can you improve employees’ remuneration package without breaking the bank? Money alone does not motive to perform. It could be a flexible working day, free child care, laundry services, free car washes, tickets for sports events paid lunches. Humour and good food within a group of people creates a good mood, which helps people hear each other better and leads to feeling more co-operative.
What about additional days attached to bank holidays such as Easter, May or August? Has everyone been given a job title?
Next you need to create a culture of recognition; we all feel the need to be recognised for our achievements.
Managers should imagine every employee had a sign around their neck that says ‘Make me feel important’.
A ‘Thank You ‘note from the boss. Taking the time to ask about their family. Try employee of the month scheme, or recognition of birthdays and anniversaries. Perfect Attendance awards, cash bonus for 100% attendance, ideal incentive when pitched around Christmas time, these are all simple put effective ways of recognition.
To praise someone in person, is recognised to be the most important acknowledgement for one to receive, it is far more influential than the written record praise, or a thank you email.
Meaning to the employee is belonging to a successful organisation and contribution to the success story. You can give your employees a sense of meaning by:
· Showing employees just how much they impact on customer service
· Creating experiences for your employees which build their sense of community within the organisation
· Sharing knowledge on how the company is doing ( not just when the news is bad)
· MD’s should voice their aspirations and visions on a regular basis.
If managers can fulfil the wants and needs of their employees they will create a lasting relationship which will improve the profitability of the organisation and maintain a high level of customer retention.
Tony Erskine is a Business Strategist researching management of the future. Please feel free to comment below or alternatively you can email Tony direct.
What can managers learn from the Heathrow accident?
Top marks for 1st officer John Coward who was at the controls landing a Boeing 777 with 136 people on board. Six hundred feet to touch down, then all power to both engines is lost. With 100 tons of aircraft and a distance, of 2 miles to land. He took control and sorted the problem.
Why didn’t the pilot just give up? How was he able to cope with the stress he was put under? Tony Erskine a business strategist and also a commercial pilot shares a thought provoking comparison with management
Can we mortal managers learn from this experience? After all John is just a manager himself, he didn’t even need his boss, the captain to take over. Could we cope with a catastrophic disaster in our line of work?
It is possible to be in the right hand seat of a Boeing 737 in just over two years of your first flying lesson. So it is not the years of practise, nor do you need a high level of education. I left school with only a dinner wagon and still made it.
The secret is in the training, not only the quality but the continuation of it, together with working to standard practices to cope with emergencies. Once pilots are trained on a specific type of aircraft they are checked twice a year for an acceptable standard, and undertake a medical examination once a year.
Although, as typical managers we are not responsible for people’s lives day after day, however, we are responsible for the profitability, and therefore, the life of the organisation in which we work.
The other analogy to learn from the event last week is stress. There would have been little or no stress in the cockpit just an ability to overcome the problem in hand. The stress is absent because through training and standard procedures, pilots learn to cope with stress.
The lessons we can learn and introduce into our company from the Heathrow experience are;
Adequate Technical – Employee – Customer – Operation – Administration - Training
Compiling tried and tested operational practices
Stress control training
Routine ‘Line’ training programme
Annual medical check
If this is not enough, you could always learn to fly, which is a great way of managing stress, standard procedures and logic thinking techniques.
Tony Erskine is a Business Strategist, with Businessexplained Ltd. Researching management of the future.
Why didn’t the pilot just give up? How was he able to cope with the stress he was put under? Tony Erskine a business strategist and also a commercial pilot shares a thought provoking comparison with management
Can we mortal managers learn from this experience? After all John is just a manager himself, he didn’t even need his boss, the captain to take over. Could we cope with a catastrophic disaster in our line of work?
It is possible to be in the right hand seat of a Boeing 737 in just over two years of your first flying lesson. So it is not the years of practise, nor do you need a high level of education. I left school with only a dinner wagon and still made it.
The secret is in the training, not only the quality but the continuation of it, together with working to standard practices to cope with emergencies. Once pilots are trained on a specific type of aircraft they are checked twice a year for an acceptable standard, and undertake a medical examination once a year.
Although, as typical managers we are not responsible for people’s lives day after day, however, we are responsible for the profitability, and therefore, the life of the organisation in which we work.
The other analogy to learn from the event last week is stress. There would have been little or no stress in the cockpit just an ability to overcome the problem in hand. The stress is absent because through training and standard procedures, pilots learn to cope with stress.
The lessons we can learn and introduce into our company from the Heathrow experience are;
Adequate Technical – Employee – Customer – Operation – Administration - Training
Compiling tried and tested operational practices
Stress control training
Routine ‘Line’ training programme
Annual medical check
If this is not enough, you could always learn to fly, which is a great way of managing stress, standard procedures and logic thinking techniques.
Tony Erskine is a Business Strategist, with Businessexplained Ltd. Researching management of the future.
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