Is there Value attached to international days?

There are quite a number of national and international days celebrated in the remembrance and commemoration of issues as per sector or national courses. In the development world a number of these days are celebrated to put emphasis on certain issues affecting people globally or nationally though it’s still tricky to attach impact to these days. Having worked in the development sector for a while there is a feeling that Meaning has been lost FOR these days. Between January and March there were about 20 international days to commemorate and among these some of which you know and some you probably don’t. I bet  all these celebrations had a good theme and a call for action to which certain commitments were made and supposed to be followed up. To this i feel very little is done  year in and year out and we keep repeating the same mistakes. So is there value in celebrating these international days ? Comment and let me know what you think

How to Say No to Clients Without Losing Them

Adapted from an article by Manish Bhalla

Saying ‘NO’ is an art! Most of the times it denotes something negative but if said at the right time and in the right manner, a NO can contribute positively towards the growth of your company and you! The mind gets perplexed when it comes to saying NO to a customer whom you want to do business with. But sometimes a NO is required to save a possible future damage to your professional relationship.

Here are a few things to be kept in mind while saying ‘NO’ to a prospective client or an existing one asking for a discount yet keeping him happy and convinced about hiring your services –

1. Be empathetic – Being empathetic is the key to convince the customer that the NO is being said in their favor. If you put yourselves in the customer’s shoes and try to understand his thoughts and feelings about a situation, you would be able to justify the NO to yourself as well as to the customer, who is being denied the discount.

2. Be sure of when to tell a customer NO– You have to define your own yardsticks to measure whether a NO would put your company behind or ahead from where it stands today. Be clear on what your boundaries are pertaining to customer service. You can tell a customer NO when you know that the discount is not being offered to any other customer as well, hence, you follow a fair practice. You can also tell a NO when the perk being asked for is against your company policy.

3. The sooner the better –Instead of procrastinating the process of saying NO, do it quickly and honestly. Keeping the customers waiting for a decision on their request would only fluster them. But if it is required at all to evaluate the issue, you should try to offer an alternative solution and convey the final decision soon. The customers will appreciate that.

4. Stay positive- When it comes to iterating a negative thing, we tend to emit similar emotions. But if you convey the NO in a positive way, it leaves the doors open for the customers to come back to you in future.

End the conversation on a positive note and make the customer feel good about the NO so they may get back to you when they find you affable.

5. Offer the next best solution – If not the best, then offer the next best solution to the customers. They may get upset at first but there’s a possibility that they settle in for the alternative solution being offered to them. All you need to do is emphasize its benefits to the customers and they are likely to be convinced.

6. Be clear and transparent – Don’t give a vague explanation.The clearer and more transparent you remain in your explanation of saying NO to the customers the better it is. Explain the cause of being unable to process their request at that point of time very lucidly and honestly; it pays.

7. Create a long lasting impression – Be polite and sincere. The customers always look for an exhilarating experience from the service provider. If you maintain a mannerly stance right from the beginning till the end, even if you have to decline a request, they would still retain the impression and the experience that they have had with you!

8. Stay mindful – Keeping in mind the thoughts of your customers and the impact that your decision might have on them can make things easier for you to portray. Being mindful and aware of what your words might sound like to the receiver will help you mould them in an acceptable manner.

9. Don’t lose your graciousness – Be elegant in your tone and mannerism while saying NO and never shout at the clients even if they get irate. Maintaining your calm will always help you cool down the customers as well.

Consumers like being treated with care even if sometimes we are not able to give them what they have requested for.

10. Build relationship and not cut corners –  Investing into a relationship will go a long way than just cutting corners at once. Gain confidence of the customers and build trust by soliciting their feedback and thanking them for their time.

If you show that your support will continue through this established relationship, the customers are likely to contact you when they think of such a project again.

If Your Team Agrees on Everything, Working Together Is Pointless

Collaboration is crumpling under the weight of our expectations. What should be a messy back-and-forth process far too often falls victim to our desire to keep things harmonious and efficient. Collaboration’s promise of greater innovation and better risk mitigation can go unfulfilled because of cultural norms that say everyone should be in agreement, be supportive, and smile all the time. The common version of collaboration is desperately in need of a little more conflict.

You’ve probably been taught to see collaboration and conflict as opposites. In some cultures the language and imagery of teamwork is ridiculously idyllic: rowers in perfect sync, or planes flying in tight formation. As a team, you’re “all in the same boat.” To be a good team player, you must “row in the same direction.” These idealized versions of teamwork and collaboration are making many teams impotent.

There’s no point in collaboration without tension, disagreement, or conflict. What we need is collaboration where tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in the plan, and lead to enhanced trust among the participants.

It’s time to change your mindset about conflict. Let go of the idea that all conflict is destructive, and embrace the idea that productive conflict creates value. If you think beyond the trite clichés, it’s obvious: Collaborating is unnecessary if you agree on everything. Building on one another’s ideas only gets you incremental thinking. If you avoid disagreeing, you leave faulty assumptions unexposed. As Walter Lippmann said, “Where all think alike, no one thinks very much.” To maximize the benefit of collaborating, you need to diverge before you converge.

Unfortunately, our distaste for conflict is so entrenched that encouraging even modest disagreement takes significant effort. I find that three specific techniques help people embrace productive conflict. Carve out some team development time to do these exercises before your next contentious discussion.

First, discuss the different roles in the team and highlight what each role brings to the conversation. Highlight how the roles are there to drive different agendas. As an example, if you are in a cross-functional meeting with sales and production, the production person might be advocating for more standardization, control, and efficiency. The sales person advocates for the exact opposite: more flexibility, customization, and agility. When they are doing their jobs well, the sales and production leads should conflict with one another on the path to an optimized solution. One is fighting to be as responsive as possible to unique customer needs; the other fights for the consistency that breeds quality control and cost effectiveness.

As you work through each role in the team and their different motives, you’ll see the light bulbs going on as people realize, “You mean I’m supposed to fight with that person!” Yes! “And when he’s disagreeing with me, it’s not because he’s a jerk or trying to annoy me?” Right! If the team has the right composition, each member will be fighting for something unique. They are doing their jobs (and being good team players) by advocating in different directions, not by acquiescing. By taking the time to normalize the tensions that collaborators already feel, you liberate them to disagree, push, pull, and fight hard for the best answer.

Second, use a personality or style assessment tool to highlight differences in what people are paying attention to. In addition to differences stemming from their roles, team members will have different perspectives on an issue based on their personalities. As you explore the findings for your team, look for any tensions that might stem from personality-based diversity. Pay particular attention if you have one or two styles that are in the minority on your team. Team members with minority perspectives should be given the responsibility to speak up if the team’s thinking becomes lopsided.

For example, in my work with dozens of executive teams, I’ve found a dearth of executives who fully appreciate the process-related issues involved in strategy and execution. I call out those who have this lens and set the expectation that they are going to challenge the team when big ideas are insufficiently thought out or when alignment is only superficial. By describing the unique value of different perspectives, you encourage those in the minority to raise their voices.

A third approach to normalizing and encouraging productive conflict is to set ground rules around dissension. Ask your team to define the behaviors that contribute to productive conflict (i.e., conflict that improves decision making while contributing to increased trust) and those that detract from it. Cover as much territory as possible to give people a clear picture of what is, and is not, acceptable behavior on your team.

In addition to clarifying appropriate conflict behaviors, you might want to define processes or roles that will help you to have more-frequent or more-effective conflict. Some teams have success with DeBono’s Six Thinking Hats, which has team members use a specified perspective (e.g., white hat is logical and fact-based; black hat is cautious and conservative; green hat is creative and provocative) to shed new light on the issue at hand. Others assign the responsibility for eliciting diverging views to a rotating chairperson or the owner of the agenda item. The key is to clearly define the process you’re using and the associated expectations. Continue

Why not write if you can?

It’s been a while since I last put a pen on a paper to write a piece; In this case I would say putting fingers on a laptop to write a blog. I guess it was a certain changes and twists in life events that in a way slowed my writing. Even so I needed to find a rhythm to be able to provide content to my dear audience that I treasure and respect. I though in a way kept the blog active through curating content on the blog. I found a new skill in #content #curation which in a way has helped me be able to provide real time information to my readers (special thanks to #scoopit).  Am now totally back and purpose to do much this year. Shutouts all subscribers and thanks for the love

My work space