Tag Archives: Team

More Than Words

Servants cannot be corrected by mere words;
    though they understand, they will not respond.

Proverbs 29:19 (NIV)

A while back my company performed a “pilot” assessment of a client’s Customer Service team. We assessed a couple hundred phone calls between the Customer Service Representatives (CSRs) and their customers over a four week period of time. As with most of our initial assessments, data revealed the team to be pretty good. There was certainly inconsistency across the team. Some team members were naturally better than others. There was also a tremendous opportunity for improvement. Even the best CSR on the team had room to grow.

When that assessment was complete, we presented the results to the team, and targeted five key service skills for improvement. We trained them how to demonstrate these skills, provided examples, and gave them tactics of how to begin demonstrating these skills into their conversations with customers.

The plan had been for us to immediately begin an on-going assessment of calls for the team, so we could track the individual CSR’s progress, provide data on their individual development, and coach each one towards improvement. The client, however, implemented a change in their telephone system which meant we could not access recordings of the team’s calls for three months. By the time we finally had access to the team’s calls, four months had passed since our initial assessment.

So, how had the CSR done with the information and training we’d provided four months earlier?

Of the twelve CSRs on the team two of them did a bit better, two of them did a bit worse and eight of them were statistically the same. It was a perfect bell curve. Customers had not experienced any meaningful improvement in service.

In today’s chapter, the ancient Sage says that you can’t correct a person “with mere words.” A person may get what you’re saying, but they’re not motivated to actually change their behavior. That is going to require more than mere words and information.

Once our team was able to begin on-going assessments, CSRs were able to see how their service compared to their team each month. They were held accountable for their performance, and given the opportunities to receive cash bonuses if they performed at a high level. Suddenly, change began to happen. I’m happy to say that the team eventually became top-notch in providing service to their customers.

There’s a tremendous life lesson in this for me. Being complacent is the norm. Living each day simply driven by my appetites, habits, instincts, and emotions is really easy. Being disciplined, transforming old, unhealthy habits into healthy new ones, and learning to respond in wisdom rather than emotion are things that require intention, attention, and accountability. The Sage is right. I can read every self-help manual on Amazon and listen to every motivational podcast on the planet, but it’s another thing to actually make a change.

In the quiet this morning, I find myself in self-evaluation mode. How am I doing with the things I wanted to accomplish? Have I been able to actually change my behavior in order to progress towards the internal goals I’ve set for myself this week, this month, this year, in life? Honestly, it’s a mixed bag. I’ve progressed well in some things and haven’t moved an inch in others.

In this season of stay-at-home quarantine, I have the time and opportunity to review, recalibrate, and renew my efforts. My Enneagram Type Four temperament risks letting Resistance drag me into shame for all the things I haven’t done, then sic pessimism on me to convince me I’ll never actually do it. But, I know from previous experience on this earthly journey that shame and pessimism are wasted emotions. I can’t do anything about the past.

I do, however, have today lying before me…

<— Click on Solomon for an indexed list of previous chapter-a-day posts from this series from Proverbs!

About This Post

These chapter-a-day posts began in 2006. It’s a very simple concept. I endeavor each weekday to read one chapter from the Bible. I then blog about my thoughts, insights, and feelings about the content of that chapter. Everyone is welcome to share this post, like this post, or add your own thoughts in a comment. Thank you to those who have become faithful, regular or occasional readers along the journey along with your encouragement.

In 2019 I began creating posts for each book, with an indexed list of all the chapters for that book. You can find the indexed list by clicking on this link.

Prior to that, I kept a cataloged index of all posts on one page. You can access that page by clicking on this link.

tomvanderwell@gmail.com @tomvanderwell

Poison on the Team

As charcoal to embers and as wood to fire,
    so is a quarrelsome person for kindling strife.

Proverbs 26:21 (NIV)

There is a client of mine who had a team that had been struggling for some time. While other teams around them were making great strides in their service performance, this one particular team languished in mediocrity. My quarterly training sessions with this team were sometimes painful. Silence. Arms crossed. No eye contact. No participation.

There was one member of this team who was, by far, the worst performer of the group. His performance on the phone calls we regularly assessed were so bad, that one almost had to willfully try to be that consistently awful to their customers. Over several years, the management team tried just about everything to motivate a change in this person. They tried offering cash bonuses for better performance, they provided remedial coaching (I had the joy of conducting many of the coaching sessions…ugh, also painful), they wrote him up on multiple Performance Improvement Plans with HR, and they made threats to fire him. Nothing worked. The longer this went on, I believe the more convinced he was that he didn’t really have to change and the more stubborn he became.

Coincidentally, I was asked at one point to mentor this team’s new supervisor. The newbie had been a member of the team for a long time and was promoted to his first managerial position. I watched him go through all of the same efforts as his predecessor trying to motivate behavior change in the team’s entrenched curmudgeon.

“What am I going to do with him?” the supervisor eventually asked me directly.

“Fire him,” I responded just as directly.

The supervisor seemed shocked by response. I explained.

Look,” I said, “Your management team has wasted their efforts for years trying to get this person to perform. There is a well-documented track record of a bad attitude, poor performance, and an unwillingness to do any more than the very least that is required to avoid getting fired. His attitude has poisoned the entire team and your team will never be healthy until you get rid of the problem at the source.

I had made this same suggestion multiple times to the supervisor’s predecessor and managers, but they could never take the final step of terminating his employment. I actually expected nothing different from the new supervisor, because he was new and firing a team member went against this client’s corporate culture.

I was, therefore, surprised to learn that my managerial protégé took my advice and fired the team member a short time later. Wouldn’t you know it? That year the team that had been mired in mediocrity reached their service quality performance goal for the very first time. I handed out more year-end performance awards to members of that team than ever. The team that had been so painful to train for so many years was laughing, cheering, clapping, and celebrating.

In today’s chapter, Solomon wisely says that a quarrelsome and contentious person is like adding wood to a fire. It spreads. My client’s entire team was stuck in their contentious mediocrity and poor performance because of one team member’s poisonous attitude. I wish I could say that this is the only example I’ve seen in my years of helping my clients improve the quality of their customer service, but it’s not. It’s actually fairly common. What isn’t common is a client’s willingness to do the right thing for everyone (especially their customers) and decisively extract the poison from the system whether it is firing the person or moving them to a different job with a different team that might be a better fit.

In the quiet this morning, I find myself thinking about other poisonous team members I’ve encountered in my vocational journey and the reticence, even in my own company, of confronting it. What I’ve observed over time is that these individuals really don’t want to be in their positions. Sometimes getting rid of a poisonous team member actually frees that person to find something better for themselves. I have followed the careers of a few fired team members on social media and it appears that they are much happier after finding a job that better suits their talents, desires, and personalities. And, some appear to be tragically angry and contentious people in any role no matter where they work.

At least a company can fire such a person. When the contentious and quarrelsome individual is part of a family system, it’s a far more difficult situation. Solomon had another proverb for such tragic circumstances:

To have a fool for a child brings grief;
    there is no joy for the parent of a godless fool.

<— Click on Solomon for an indexed list of previous chapter-a-day posts from this series from Proverbs!

About This Post

These chapter-a-day posts began in 2006. It’s a very simple concept. I endeavor each weekday to read one chapter from the Bible. I then blog about my thoughts, insights, and feelings about the content of that chapter. Everyone is welcome to share this post, like this post, or add your own thoughts in a comment. Thank you to those who have become faithful, regular or occasional readers along the journey along with your encouragement.

In 2019 I began creating posts for each book, with an indexed list of all the chapters for that book. You can find the indexed list by clicking on this link.

Prior to that, I kept a cataloged index of all posts on one page. You can access that page by clicking on this link.

tomvanderwell@gmail.com @tomvanderwell

Mine, Yours, Ours

As for you….”
2 Chronicles 7:17 (NIV)

Many years ago my friend, a marriage and family therapist, introduced me to three simple questions to ask whenever I am seeking definition of personal responsibility and boundaries in a relationship:

  1. What’s mine?
  2. What’s yours?
  3. What’s ours?

It’s amazing how some of the most profound things in life can be so simple. Time and time again I’ve returned to these questions. I’ve asked these questions in my marriage. I’ve asked them with regard to parenting my children. I’ve asked them with regard to my company and team members. I’ve asked them with regard to clients. I’ve asked them about personal relationships with friends, with organizations, and with acquaintances expecting something of me.

At the heart of these questions is the understanding that individuals and groups of individuals have responsibilities within any human system. When individuals have well-defined responsibilities and an understanding of those responsibilities the system functions in a healthy way. When relationships and human systems break down, it is often because of lack of definition, misunderstanding, and/or the boundaries have been breached.

  • I think this is your responsibility but you seem to expect it of me.
  • I want this to be ours together, but you appear to want to control it as yours.
  • This is an area where I have gifts and abilities and would like to handle it, but you keep trying to insert yourself in the process.

In today’s chapter, Solomon finishes his dedication of the Temple and God shows up in an amazing display of spiritual pyrotechnics. King Solomon, the priests, the worship band, and the congregation are all blown away. Everyone is on a spiritual high. A subtle repetition of phrasing used by the Chronicler is “the king and all the people” (vss 4 and 5) and “all Israel” or “all the Israelites” (vss 3, 6, and 8).

At some point after the successful dedication, God appears to Solomon at night for a heart-to-heart. In his conversation, God defines separate responsibilities for “my people” (vss 13-16) and for Solomon as King (vss 16-22). In other words, “Solomon, you can consider these certain responsibilities ‘ours’ to own as a nation and a people. These other things are ‘yours’ to own and be responsible for as King and leader of the people. And, these other things are ‘mine’ to own conditional to everyone owning the things for which each is responsible. If everyone owns their part then the system will work really well. If not, well the results will not be so good.”

Having just journeyed through the prophetic works of Jeremiah, I know that the kings eventually failed to own the responsibility that was theirs. The people failed to own their responsibilities. The system broke down, and what God warned would happen is exactly what happened.

This morning I’m thinking about my marriage, my family relationships, friend relationships, my work, and the organizations in which I’m involved. I’m doing a little inventory. Where are things working well? Where are things strained and struggling? Where have things broken down?

Okay, so…

Am I doing those things that are mine to own?
Am I allowing others to be responsible for what is theirs, and maintaining a balance of support, encouragement and accountability?
Am I working well with others and being a good team member in accomplishing those things for which we, together, are responsible?

Not a bad personal inventory to repeat regularly.

Sticking It Out

The days are coming,’ declares the Lord, ‘when I will bring my people Israel and Judah back from captivity and restore them to the land I gave their ancestors to possess,’ says the Lord.”
Jeremiah 30:3 (NIV)

I know it’s the natural pessimist in me, but when my team goes down early I’ve historically been quick to bail on them. Turn off the television. Go find something else to do. There’s no sense in wasting my time watching my team get thrashed. It’s not going to get any better.

Except when they make a spectacular comeback.

Along life’s journey I’ve actually gotten better at sticking with the game. As Yogi Berra might have said, “It ain’t over ’til it’s over.” Sometimes the best of things happen in extra innings after a rain delay.

In today’s chapter there’s a continued shifting wind in the ancient prophet Jeremiah’s message.  It’s been chapter after chapter of nothing but apocalyptic judgement and doom. Now, over the past few chapters the momentum of the game has shifted. As the actual events unfold, God’s message through Jeremiah turns to hope, redemption, and restoration. But you’d never know it if you bailed out in the first few chapters.

This morning I’m thinking about life’s long game. In a world that’s rapidly changing, the discipline required to hang in there, stick with the plan, and have faith in the process is harder and harder to come by. I find myself pressured to want instant results and immediate wins. My experience is that life rarely works out that way. The joy of redemption is made possible by the long slog through wilderness and exile. Shortcuts are simply an illusion that cycle me back to where I started.

If I want to reach redemption, I’ve learned that I have to stick it out when my team is down early and the outlook is bleak.

The Trickle-Down Effect of Leadership

This is what the Lord says: “Go down to the palace of the king of Judah and proclaim this message there….”
Jeremiah 22:1 (NIV)

I’ve been mulling around the idea of writing a book. For almost 25 years I’ve made a career eavesdropping on conversations between companies and their customers (e.g. “Your call may be monitored for quality and training purposes.”), and I’ve learned a number of lessons about both business and life in the process.

One of the interesting lessons I’ve learned about business is that a company’s front-line customer service operation typically reflects the personality and values of the person sitting in the CEO’s office. If the CEO values customer service as a differentiator in driving customer satisfaction, loyalty, and retention, then I will usually see a Customer Service team focused and empowered to deliver a consistently excellent service experience. If, however, the CEO views Customer Service as simply a nagging expense and drain on the bottom line, the Customer Service department usually resembles a cut-throat, bunker environment where only the strong survive.

The lesson? Leadership has a trickle-down effect on the team that often goes unrecognized, unappreciated, and unaddressed.

As I make my way through the ancient prophet Jeremiah’s anthology of prophetic messages, I as a reader have to recognize a shift in the structure of the anthology, and remember the context of today’s chapter. Up to this point, the editors who put together Jeremiah’s works had ordered things chronologically. Then in the 21st chapter we reach a climax in the story as the Babylonian army besieges Jerusalem just as Jeremiah had prophesied. Now, the editors shift to arranging Jer’s message’s topically. They begin with a series of messages addressed to the leaders whom Jeremiah holds responsible for the disastrous state of affairs. He begins at the top of the food chain: the King and royal family of Judah.

Today’s chapter is a scathing rebuke of the royal family. He lets them know that God is essentially removing them from office. Exile and captivity in Babylon will be their fate. They will never return or reign over their city, their nation, or their people again. The Chairman of the Board is cleaning house.

This morning as I embark on a long business trip, I am quietly thinking about my own leadership and responsibility for my company. The trickle-down lesson of leadership that I’ve observed in other companies is true of my own. As the old saying goes, “When I point my finger, there are three pointing back at me.”

How does my role as leader in family, in community, in church, and in business impact those who are under my organizational and systemic leadership? How do the positives and negatives of my personality impact the various systems I lead? I certainly don’t have all the answers. I have learned from experience, however, that I had better pay attention, give consideration, and make wise decisions in this regard. It’s critical both for my success as a leader, but also for the success and well-being of my company and all my teammates.

 

Corporate Changes; Eternal Brand

The Lord said to Aaron, “You will have no inheritance in their land, nor will you have any share among them; I am your share and your inheritance among the Israelites.”
Numbers 18:20 (NIV)

I’ve recently taken on new responsibilities in our company that began with leading a strategic planning effort this past month. As part of that process, I’m evaluating the way our business does things and considering changes, enhancements, and improvements. I don’t want our team to simply make changes for the sake of change. There’s got to be good reason for the things we do that accurately reflects who we are and contributes to what we are called to do as a business.

As I think to the future and the road ahead for our group, I also find myself being mindful of the legacy of our founder’s mission. I don’t want to lose sight of what the company was created to be. There are some things that don’t change with regard to our brand. If anything, some things need to become enhanced. It’s simply who we are.

In many ways, the book of Numbers that we’re journeying through a chapter-a-day was God’s spiritual business plan for the ancient Hebrews. It’s an organizational manual for how God was establishing a system of worship. Things were not structured haphazardly. There are reasons that God, the founder and CEO, is structuring things a particular way.

One of the curious decisions God made was to make sure the priests and Levites, who were in charge of the temple, the offerings, and the sacrifices, could not own land or have an inheritance. “I am your share and your inheritance,” God said.

There is a very important purpose in setting up the team this way. Those who were part of the priesthood, the ones who were the spiritual conduit between God and humanity, were to understand and constantly maintain an eternal perspective. To quote the old bluegrass classic, “This world is not my home, I’m just a passin’ though.” The priests and Levites didn’t own land and didn’t have inheritance passed between generations because they understood that ultimately this whole earthly journey has an eternal destination. The world and all the stuff get left behind. The priest and Levites were invested in that which is beyond this world, those things which are eternal, the things that the Founder and CEO are really all about.

Times changed over the course of history. The system changed. The spiritual marketplace went through a great depression. Legacy ways of doing spiritual business in this world changed. Jesus came to be the ultimate sacrifice once for all. Holy Spirit was poured out into all believers. It was a new economy for spiritual business, and God’s spiritual business plan was getting a face lift. Old religious practices passed away like the telegraph, the ticker tape, and the IBM Selectric. New sacraments and paradigms were put into place.

But some things don’t change.

The legacy concept of the priests not having an earthly inheritance did not go away as part of the updated business plan. In fact, Jesus made it clear that God being the “share” and “inheritance” was a foundational, core part of God’s brand. It was a corporate value that was no longer limited to one team in the organization, but shared by all. It was part of every team members job description. In speaking to all the shareholders on the mountainside, Jesus said:

“Don’t hoard treasure down here where it gets eaten by moths and corroded by rust or—worse!—stolen by burglars. Stockpile treasure in heaven, where it’s safe from moth and rust and burglars. It’s obvious, isn’t it? The place where your treasure is, is the place you will most want to be, and end up being.” Matthew 6:19-21 (MSG)

The CEO was updating the business plan, and the old business silo of the “priesthood” was being functionally expanded to include everyone in the organization (1 Peter 2:9-10). Along with it, everyone in the organization was to understand that this world, and the things of this world, have zero eternal value. The world, and the things of this world, in no way contribute to the mission and goals of the organization. They will not help the organization be successful in implementing the strategic plan. Therefore, this world and the things of this world are not where members of the organization are to invest our resources, our energies, or our corporate concerns.

This is the legacy from the Founder. This is the brand.

It’s simply who we are, and who we are to be.

A Good Follower

The next day Moses entered the tent and saw that Aaron’s staff, which represented the tribe of Levi, had not only sprouted but had budded, blossomed and produced almonds.
Numbers 17:8 (NIV)

Years ago I was part of a team that had a leadership issue. Our appointed leader was a lightning rod who attracted a host of unnecessary concerns and distractions. Along with many other members, I could tell our team wasn’t functioning well. Our leader was an appointee, so there was no recourse other than to issue a complaint with the organizational authorities, but it appeared they fell on deaf ears.

As a member of the team, I came to a personal crossroads. I knew that becoming a part of the unceasing undercurrent of grumbling, complaining, and back-biting as not going to be profitable for myself or the team as a whole. Like it or not, this was our appointed leader. I could choose out and leave the team, or I could participate to the best of my ability, keep my mouth shut, and to support the team by doing my best not to be an active part of the dissension.

Grumbling. Whispers. Complaints.

If you’ve participated in any kind of human group, you likely have an example that you, yourself, have experienced. There is a spirit of unrest within the group; An undercurrent of disunity against the leadership or the status quo. In our chapter-a-day journey through the book of Numbers it’s been a theme now among the Hebrew tribes since they left Egypt. God has appointed a system and there is grumbling about the system.

Members of 11 tribes are grumbling that Aaron and the Levites are  the only ones who can serve in the Tabernacle. The Levites are grumbling that they can’t own property like all the other tribes. Certain Levites are grumbling that Moses, Aaron, and Miriam being the only appointed prophets. There’s already been a rebellion. The unrest is growing, and threatening to spill over into division.

In today’s chapter, God prompts Moses to gather a staff from the leader of each of the tribes. They place the walking sticks in the holy place of the traveling temple tent. The next day Aaron’s staff (representing the Levite tribe) had sprouted, bloomed flowers, and produced almonds. God was giving his unquestioned support to his appointed priest and system, and attempting to silence the grumbling.

Last week I found my meditation focused on the qualities of leadership. This morning, at the beginning of a new week, I find myself thinking about the role of being a good follower and member of the team, group, or organization. In a representative system where leaders are elected, I have the opportunity of making a change by supporting an opposition candidate to the incumbent and voting in a new leader at the next regular election. In an organization with appointed leadership I have far more limited options.

Along life’ s journey I’ve come to understand the wisdom of the Teacher of Ecclesiastes: “There is a time to speak, and a time to be silent.” Once complaints are registered with authority and that authority chooses to support the incumbent leader, then I am typically left with three options. I can leave the organization (if that’s  even an option). I can continue to participate in grumbling, complaining and stirring up dissension. I can keep my mouth shut and press on, doing the best I can in the circumstances.

My experience is that leaders come and go in all organizations. Poor leaders will typically implode or move on. To quote REO Speedwagon, sometimes there’s wisdom in simply “riding the storm out.”

If I want what is best for the team or organization as a whole, then being a good follower often means actively choosing not to participate in destructive grumbling despite the self-centric satisfaction derived from doing so.