Business Motivation

Interview by Jon Wetzel of Lean for Everyone

Michelle Ray, a Certified Speaking Professional and the CEO of Walkabout Seminars International and an expert in Personal Leadership and Workplace Relationships, joins Jon Wetzel from Lean for Everyone to discuss steps to encourage positive change and engagement, the role of leadership attitude and intercompany relationships in effective change and how to overcome the biggest negative influencers.

J Wetzel: Please give us a quick overview of your background and focus.

M Ray:I started my business here in Vancouver, Canada in 1995. My background is that I have a political science honours degree, and I began my career working in the media industry in Australia, and then segued into non-profit as well as business, and moved to Canada and established my business here. I have been addressing the topic of personal leadership, and then, more recently, the multi-generational workplace, particularly over the last few years.

J Wetzel: I have a question for you and it has to do with multi-generational relationships and effective change. It’s a big stumbling block for everyone from upper management to the shop room floor. In your experience, what are the top three things everyone should do to encourage positive change and engagement?

M Ray: I think there are really three things. First of all, for people in business process management it’s a natural thing to deal with change on a regular basis. I believe that there are some essential things that we can do, particularly in a leadership role, but for everyone involved in the process. The first thing is that we should acknowledge the discomfort. People are uncomfortable with change. They get into their comfort zone. They have an idea, they have an emotional investment in that idea and in the process that they’ve created. I think it’s really important that when we’re about to change something to acknowledge how someone else is feeling about that change. I don’t think that happens often enough, so we need to be open about acknowledging how the other person may feel about how it affects them. That’s the first thing, have empathy around how someone is reacting to change before you can expect them to be involved in the change. The second thing is to involve people in the process. Everyone collaborates in a business process, so when we’re making decisions I think the most important thing is to make sure people have a say and they are involved in the entire change process. The third thing is to position change in a way that we acknowledge how it affects the individual first. I think this is a step that gets missed first, because if we can point out the benefits to the individual, how does it positively benefit you when we make this change, then you’re more likely to get buy-in. If we just simply talk about how it benefits the organisation and ultimately, of course, how it’s going to benefit our clients, I think it’s really a good idea to remember to talk about how it benefits the individual, because that’s what people want to know. How is this going to affect me? So show them the positives first.

J Wetzel: I know an organisation is made of individuals, like you were saying. What role does leadership attitude and inter-company relationships have on effective change in today’s multi-cultural and multi-generational organisations?

M Ray: I think it’s never been more important for leadership to realise the influence that they have in terms of change, in terms of inter-company relationships and the diversity of our workforce. I think that a savvy leader recognises the strength of having that cultural and multi-generational diversity because it brings different perspectives, and it shows us different ways of doing things. That’s one really important point that I would think is key for leaders.

J Wetzel: How can we nurture this?

M Ray: I think when it comes to the multi-generational workplace especially, to recognise that every generation deals with change differently, and also every generation works differently. For example, if you think about Generation Y, which is the most recent generation to come into the workplace, those born after 1982, if you consider that they grew up with technology from the crib, it’s much more understandable that they would be more comfortable with technology and with change because it’s been the norm to them all their lives to see a lot of change, to experience the age of speed. I think if you can understand those different perspectives and why they exist, and the values and attitudes of the different generations, and be able to capitalise that as a leader, you’re going to have a very highly-engaged workforce.

J Wetzel: I understand now from the positive side, understanding the multi-generational and, of course, multi-cultural Gen Ys. On the flip side, what are the biggest negative influencers to leadership engagement in change?

M Ray: I think that really negative attitudes are the biggest negatives, if you will, and also a lack of open-mindedness. Unfortunately we still see this in the workplace that people haven’t accepted the diversity again from a multi-generational standpoint. Some generations have a harder time with it than others. Some individuals have a harder time than others. The key is that we have to look at our own attitude. My premise is that you can’t have an engaged workforce, as a leader, unless you’re prepared to be engaged yourself.

J Wetzel: How do we avoid these negative influencers?

M Ray: I think we have to examine our own attitudes and we have to educate ourselves and be open to those changes as well, and to realise what motivates people. Really, the biggest motivators are intangible, so if we create an atmosphere where people can express themselves openly, where they feel positive energy being at work themselves, and a culture that is a very highly-energised, innovative culture, then it’s going to solve your problems about people looking elsewhere, wanting to take another job. Perhaps you may be thinking about what would happen if you lost that talent, if it walked out the door. That’s why it’s really important to understand that the greatest motivators are generally motivators that are intangible, and we create that atmosphere together. Everybody has that responsibility.

J Wetzel: We’ve talked about how to deal with increased positive change and engagement, how to nurture it, and, of course, what to avoid. If you had one piece of advice that you could give to our community about achieving and managing change in their work and personal life, what would that one piece of advice be?

M Ray: I would say realise that it’s important to expect the unexpected. Change is normal. It’s a natural, organic thing and we all go through peaks and valleys in life, and in business. If we can just appreciate that it’s a normal, natural part of life and business, I think it makes our lives a lot easier.

J Wetzel: At the IQPC event you’re going to be running a workshop on building workplace relationships. Can you give our community a snapshot into some of the content you’ll be covering?

M Ray: Certainly. As we discussed a little already, I’ll be helping the audience understand the diverse workplace from the multi-generational standpoint. I’ll be helping them to understand that it’s the lens we use to view the world that has shaped our attitudes and values, and each one of us are products of our time. So because we have been profoundly affected by specific watershed events in our lifetime, that’s why we have a different generational lens. I’m going to be addressing the different values and attitudes, how to motivate the different generations, and also to appreciate our similarities, which I think is another key point. It’s not only about our differences. Sometimes when we focus on differences it polarises those differences. If we look at what we all have in common, which really is underscored by the fact that we all want to be understood, it helps us to have a more effective workplace.

J Wetzel: It sounds like it’s really going to be a great workshop. I wanted to actually thank you, also, for your time today. It’s been great hearing about the work that you’re doing, and some of the principles that you use, and the overall content that you’re going to be talking about at the workshop. We look forward to hearing more about the event in April too. Do you have any last words for our listeners?

M Ray: Definitely. Remember there’s also a keynote presentation, The Power of Personal Leadership and I know that’s going to be on the second day. Be prepared to come and be engaged and be inspired and to enjoy yourself, because the more we participate the more we’ll enjoy the conference overall. I look forward to being there as well as on the panel on the last day.

J Wetzel: So, basically bring a positive attitude?

M Ray: You’ve got it.

J Wetzel: Thanks again, Michelle, for your time. You can hear more from Michelle Ray and other experts at the IQPC Process Excellence Week Europe, which will take place on April 4th – 8th 2011 at The Brewery in London, UK.

For additional details about the event please visit www.processexcellencelondon.co.uk, call the IQPC enquiries team at 0800 652 2363, or email enquire@iqpc.co.uk.

If you want to learn more about Michelle Ray you can go to her “Meet Michelle Page” at michelleray.com. If you want to hear the podcast you can go to Michelle’s website and listen here: Motivational Speaker on IQPC Podcast

And to access the Lean for Everyone blog, please visit www.leanforeveryoneblog.com.

What you need to know when booking a keynote conference speaker

Making the decision to hire a professional speaker has become far more complex with the advent of the internet. For speakers, the notion of running their businesses without a website would be foolhardy to say the least. The #1 resource for finding a speaker is on-line. For meeting planners, wading through thousands of speaker websites is an overwhelming proposition. How do you know if the speaker is good? Is it enough for people to walk away from a conference feeling excited about the message they just heard? Should you invest in a speaker, celebrity or entertainer? Or, do you utilize the services of an “in-house” expert as a cost-saving option? If you are an association, do you invest in the conference location as a destination event in order to attract your members? Can you afford to do it all? Can you afford not to? So many questions…How can one make the optimum decision for their organization?
Consider these top ten tips when booking a speaker:

1. Audiences expect more than hype…They want to hear a meaningful message that is easily digested with real-life applicability.
2. Audiences are savvy. There is a difference between a motivational speaker and a thought –leader.
3. Although it is not obvious at first, audiences want to make an emotional connection with the speaker. Then they will make the logical, intellectual connection in order to “buy-in” to the message.
4. Audiences appreciate a speaker that does their homework and personalizes their presentation.
5. Audiences want to enjoy their conference experience overall.
6. Audiences expect that the meeting planner has anticipated their needs by booking someone with TALENT. i.e. The speaker will either be a celebrity, (sport, politics, the arts) an author, a humourist, (not necessarily a comedian) an industry expert who is renowned as a “thought leader” in their field, an academic, an individual who has overcome a challenge or life-threatening illness to deliver a profound message, or they may be a content-rich expert who can “infotain” as well as “entertain” and quickly engage.
7. Audiences will remember a negative speaker experience.
8. Audiences are happy when they leave with at least one or two ideas they can use.
9. The seasoned meeting planner cares more about the VALUE the speaker brings to the meeting. They recognize the difference between investment and cost.
10. Unless the speaker is famous (although there are some exceptions) and no matter how good a speaker may be, chances are high that the audience won’t remember the speaker’s name one year after the event.  However, they will likely remember their story-telling ability, as well as an actual story told by the speaker, long after the engagement ends.

I’ve just returned from five weeks visiting family in Australia. When I told my Canadian friends I was going to be away, most were excited for me spending time in the Southern Hemisphere i.e. Summer “downunder”. They thought I was going to have a wonderful vacation. Being self-employed, I certainly felt fortunate to have the flexibility. While I was able to enjoy myself, it certainly was a challenge to see my father deteriorating and to observe myself expending emotional energy worrying about his ailing health. Since he was diagnosed with cancer last September, the primary purpose of my trip was to spend as much time with him as possible.

As I fall into the category of the busy baby boomer with an ageing parent, it doesn’t give me much comfort to know that I am not alone in juggling with a myriad of my own responsibilities as well as taking care of my father’s needs. I know there are many of you reading this who can relate. We love our parents, yet feeling like you are parenting them takes you on an emotional rollercoaster that may last for some time. Bring a sibling or two into the equation and multiply your family stress ten-fold. Suddenly, issues and resentments that you thought were buried bubble to the surface. Then throw in the guilt for living in another country, state, province or city and not being physically available most of the year.

The entire experience made me think about the implications within our society regarding living longer, as well as the fact that eldercare is just as important as childcare. It also made me think about caregivers…people who spend on average 35 hours a month looking after a senior. In 2007, Statscan reported that 70% of care is provided by a family member. In Australia, the figure is 80%. In the US 22.4 million households already provide care to a family member over fifty, according to the American Association for Retired People (AARP). Most caregivers are between the ages of 45 – 64 and a huge percentage still work full-time. In addition, the pressure to manage the household, family, finances and work in uncertain economic times is taking a toll on family relationships overall.

In my situation, perhaps you may describe me as “lucky”. My father has not yet experienced any suffering since his diagnosis and he is almost 90 years old. Unfortunately, however, he spends an enormous amount of time alone and isolated. I knew that I had to address this issue and manage my expectations regarding help for my Dad. The healthcare system is under as much strain in Australia as most countries dealing with an ageing population. Families are realizing that we cannot rely on federal, provincial or state governments for help. Nursing homes are bursting at the seams and social services for the aged are stretched to the maximum. The tension within my own family (my brother runs a home-based business with his wife and has four children under the age of 9) continues to escalate as we know my Dad’s condition could change any time. The emotional intensity is not new to us. My mother passed away five years ago after suffering from acute dementia.

On a local level, I was grateful to find an organization in Sydney that arranges for volunteers to spend six hours a week with my father. That is the maximum number of hours provided by this service and I am billed directly each month through my credit card. Two gentlemen take my father shopping, out for coffee, to the bank or simply give him company. My Dad really looks forward to these visits and it gives me some comfort to know that he is not alone during those times.

Consider these global statistics. In 2000, approximately 605 million people were 60 years or older. By 2050, that number is expected to be close to 2 billion. At that time, seniors will outnumber children 14 and under for the first time in history! We all need to do our part to advance the need for greater eldercare support and boost awareness overall of becoming proactive as an agent of change for seniors. The day will inevitably come when we expect others to be thinking about us in our old age.

How many times have you said to yourself “I will never do business with that company again”?  The reason you feel disgruntled has virtually nothing to do with the company. It has everything to do with the person you encounter at that moment. Client satisfaction levels are directly impacted by the attitude of the person we meet in the first few seconds…either face-to-face or on the telephone. The person’s job title is irrelevant. You may be in a doctor’s office talking to the receptionist or you may be talking to the doctor directly to immediately feel uncomfortable with the person’s manner and level of interest. You could be on an airplane, gas station, high-end fashion store, corner store, coffee shop…It makes no difference. About two years ago I made a decision to stop going to a hair salon because I felt that the owner did not value me as a client. My “moment of truth” was her attitude displayed towards myself and my wedding party. She was completely disinterested in how important this event was in my life, despite the fact that I had been a client for about five years. I realized that had the power to choose where to take my business, so I found somewhere else to go. Bad attitudes are everywhere and as a result, millions of dollars are being lost daily. Unfortunately, we are just as surprised when we receive exceptional service as we are when service is terrible.

 Consider your options as a customer:

•  You have a right to be discerning – it’s your money
• You have the buying power – competition is fierce
• When you express your concerns politely and assertively, you are more likely to receive a satisfactory outcome and may be surprised beyond your imagination
• Ask for what you want – A highly professional organization will recognize and reward loyalty
• Stay savvy – Educate yourself before you buy
• If you give good service, you will receive good service…most of the time
• The internet has changed everything – You can now broadcast your dissatisfaction to the world

As a business owner or service provider, here are seven questions to ask if business is not what you think it should be:

1. What have we done to keep morale high and create an atmosphere where people will want to work for us?
2. Have I employed people who care about my business or do I think they automatically should “get it”?
3. Have I surveyed my clients to find out what they really think?
4. Do we have a service culture? If not, what steps are we willing to take to build one?
5. When was the last time our business invested in professional development?
6. Do we see training as a waste of time – A cost rather than a benefit to growing our customer base?
7. Do senior levels take responsibility for instilling an “of service” mindset at every level of our organization, or do they stay at arms length from day-to-day operations?

If  just one answer causes concern, then it is up to you to decide the level of urgency to make changes. We are all someone’s customer and therefore we know what it feels like to receive exceptional or terrible service. One bad experience can “make or break” the relationship your clients have with your business. Customers have long memories of their experience with you. You and your employees are synonymous with your brand and the name of your business. Subtly or otherwise, remember that attitudes are contagious and have a powerful influence on your customers’ purchasing decisions daily.