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Archives for February 2010

The 11 Categories of Churchill's Paperwork

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Often, some of the best ideas come from just hearing how other people do things. So I found it illuminating to read about the categories that Churchill divided his incoming paperwork into in Churchill on Leadership.

Seeing this illustrates how it can be helpful to pre-sort things before tackling them (whether electronic or physical). Here are his categories:

  1. Top of the box (most important or urgent)
  2. Foreign office telegrams
  3. Service telegrams
  4. Periodical returns (regular reports he had requested)
  5. Parliamentary questions
  6. For signature
  7. To see
  8. General Ismay (reports from chief of staff)
  9. Answers other (other people besides Ismay)
  10. Ecclesiastical
  11. Weekend (low priority items to get to on the weekend)

Yes

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“Every great accomplishment of mankind has been preceded by an extended period, often over many years, of concentrated effort.”
– Earl Nightingale

Instead of Seeking to Control Workers, Aim to Liberate Them

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That was Jack Welch’s aim when he was at GE, and he was right. Here’s how he put it (quoted in The Top Ten Mistakes Leaders Make):

“The old organization was built on control, but the world has changed. The world is moving at such a pace that control has become a limitation. It slows you down. You’ve got to balance freedom with some control, but you’ve got to have more freedom than you ever dreamed of.”

Patrick Lencioni's New Book Now Available

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Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty

Here’s the summary from Amazon:

Written in the same dynamic style as his previous bestsellers including The Five Dysfunctions of a Team, Lencioni illustrates the principles of inspiring client loyalty through a fascinating business fable. He explains the theory of vulnerability in depth and presents concrete steps for putting it to work in any organization. The story follows a small consulting firm, Lighthouse Partners, which often beats out big-name competitors for top clients. One such competitor buys out Lighthouse and learns important lessons about what it means to provide value to its clients.

I’ve Lencioni to be extremely helpful and have mentioned him a lot on this blog. His other books include The Three Signs of a Miserable Job: A Fable for Managers and Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors.

You can watch Lencioni talk about his new book. Also, here is a short Q&A with him from the Amazon page:

Q: Why do you use the term naked and where does it come from?
A: Naked consulting is a term that refers to the idea of being vulnerable with clients, being completely open and honest with no sense of pretense or cover. The concept comes from the approach that we adopted more than a decade ago to work with our clients at The Table Group. We help CEOs and their teams build healthy organizations, and we found that by being completely transparent and vulnerable with clients, we built levels of trust and loyalty that blew us away.

Q: What makes naked service different from the way most people provide service?
A: So many service providers and consultants feel the need to demonstrate that they have the right answers and that they don’t make mistakes. Not only do clients see this as inauthentic, they often feel that they are being condescended to and manipulated. We’ve found that what clients really want is honesty and humility.

Q: What are the three fears?
A: People spend most of their lives trying to avoid awkward and painful situations –which is why it is no surprise that we are all susceptible to the three fears that sabotage client loyalty. They include:

1) Fear of Losing the Business – No service provider wants to lose clients or revenue. Interestingly, it is this very notion that prevents many service providers from having the difficult conversations that actually build greater loyalty and trust. Clients want to know that their service providers are more interested in helping succeed in business than protecting their revenue source.

2) Fear of Being Embarrassed – This fear is rooted in pride. No one likes to publicly make mistakes, endure scrutiny or be embarrassed. Naked service providers are willing to ask questions and make suggestions even if those questions and suggestions turn out to be laughably wrong. Clients trust naked service providers because they know that they will not hold back their ideas, hide their mistakes, or edit themselves to save face.

3) Fear of Being Inferior – Similar to the previous fear, this one is rooted in ego. Fear of being inferior is not about being intellectually wrong (as in Fear of being Embarrassed) it is about preserving social standing with the client. Naked service providers are able to overcome the need to feel important in the eyes of their client and basically do whatever a client needs to help the client improve – even if that calls for the service provider to be overlooked or temporarily looked down upon.

Q: What is the impact of naked service on a firm’s bottom line?
A: Consulting or service firms that practice the naked approach will find it easier to retain clients through greater trust and loyalty. That is the first and most obvious benefit. But they’ll also be able to attract clients better because naked service begins before a client actually becomes a client. It allows firms to be more open, more generous and less desperate in the sales process, and creates great differentiation from more traditional sales approaches. Finally, firms that practice the naked approach will attract and retain the right kind of consultants and professionals who yearn for an honest, natural way of working, both with clients and with one another.