The First Thing You Say.
Two weeks ago in this space I wrote about the general malaise and episodic funk that many in our industry seem to be suffering under. (The New Normal, February 7, 2019.) As a manager, I believe one of your greatest callings is re-framing situations and market conditions for your sellers and returning them to a centered, productive mindset. In confusing times, that’s not easy. OK, it’s never easy.
In both private manager coaching and management workshops, I tend to elevate one truly vital piece of advice. Without it, all of your logic, strategy and motivation will end up going nowhere. It goes like this:
Pay close attention to the very first thing you say.
STAQ is proudly underwriting this week’s Drift. STAQ’s Industry Benchmarks provide insights into programmatic performance compared to the broader marketplace. This week’s insight: Despite PMP CPMs being up 31% YOY, the steep decline in PMP impressions (-40%) makes overall PMP revenue (-21%) a smaller part of the overall programmatic marketplace so far in 2019. Join STAQ Industry Benchmarks.
When stressed or challenged, sellers and other team members tend to (1) come to their manager interactions very hot, (2) come seeking immediate answers and gratification, and (3) they want to dump the problem or situation in your lap. And as managers, we tend to walk right into the trap by responding immediately and factually. We believe that if we just answer the question or supply the information right now, then the situation will magically resolve. But it just doesn’t work.
Your strategy shouldn’t be about dispensing answers, but rather posing questions. You shouldn’t immediately assume the responsibility for the situation, but instead transfer the responsibility or resolution back to the employee in an empowering way. That’s why the first words out of your mouth in these situations are so critical. Next time the heat gets turned up, try rolling out some of these phrases and see what a difference they make in the quality of your interactions (and the quality of your life!)
- I know what I’d do, but I really want to hear your thinking. Give me two alternatives on what you think we should do in this situation.
- Let’s slow down and make sure we’re solving the right problem. Tell me what we’re not considering right now?
- Let’s break this down into the things we can and can’t control. What do you think we can really change?
- Tell me how I can help you get refocused on the things that are going to help you succeed.
- I can tell you’re struggling with this. I’m more than willing to let you blow off steam for a little while. Then I think it’s time for us to break this situation down together.
- I believe in you and I know you’re better than the conversation we’re having right now. Tell me how you think this turns into a victory?
- I’m not sure we have all the information we need to make the right call right now. You’re closer to the situation: What else is important here that we haven’t looked at?
Spit back answers all day and you create dependent followers. Push the responsibility back to them – put the authority where the information is – and you empower confident leaders. Every one of us wants to have great conversations with our employees and team members. And we will.
But only if we start them the right way.