Author: Carl Weber

Carl Weber, is the owner and founder of Carl Weber Consulting, a consulting group that helps businesses, non-profits, and individuals understand themselves, hire and manage well, and become great leaders. Carl worked in local government for more than ten years, as the Town Administrator of a few towns in NH. Once upon a time he was a search and rescue swimmer for the US Navy. Carl holds Bachelors’ Degrees in Political Science & Community Development and a Master’s Degree in Public Policy. Carl is a Certified Professional Behavioral Analyst (CPBA) and Certified Professional Motivators Analyst (CPMA). Carl regularly teaches on human factors and the relationship of behavior and leadership styles, as well as motivation, coaching, leadership challenges, and failing as a leader. His passion is to help leaders in their lifelong journey to finish well, to combat and work with their inner voice, and to live a meaningful story worth reading. Carl lives in Southern New Hampshire with his wife Amanda and together they are raising a small tribe of four young (somewhat crazy) women with the goal of unleashing them on the world to change it for the better.

Thanks for the Delay

Posted on by Carl Weber

flight-rights_1910974b

(Image Courtesy of http://www.telegraph.co.uk)

A solitary airport employee stood behind the small podium looking back and forth between the screen, and their own hands. As I approached, their gaze looked down towards the floor. Any attempt at eye contact seemed impossible.

A few minutes earlier, as most of us prepared to board the flight, the announcement was made. Due to delays for an inbound flight, our flight was going to postpone boarding and wait 30 minutes.

Sighs, frustrated words, angry looks, and tension filled the boarding area. Some of which was directed at this solitary employee.

I waited.

Another employee joined that employee and some softer words were exchanged. Finally, they both looked up at me.

“Can we help you?”

“Yes, I just wanted to say Thanks for the Delay.”

They paused.

“Please let me explain. The last time I flew with you, my plane was a late. Storms caused us a delay, and you held my connecting flight, just like you are doing right now. So, Thanks for the Delay. I know what it feels like to think that you will be stranded, and you took care of me.”

Smiles. Relief. More Smiles.

“Well, you are welcome. Funny, someone who came up here was explaining that someone else’s delay was not their problem at all.”

I smiled, waved, and went for a walk to get a smoothie (before the delay, there was no time to get one). As I was leaving I overheard them speaking to each other.

“You know, we may just have to remember that.”

I hope they do. More so, I hope we remember that sometimes planes wait for us. Sometimes you are the customer getting help. Other times, you may have a slight inconvenience when they are providing the same level of service to someone else.

At the end, due to a combination of winds and a flight crew that pushed a little harder on the gas, the flight arrived only 15 minutes later than originally expected.

15 minutes was all it cost so that a handful of people were not stranded in a strange city overnight. Seems like a pretty good trade.

Thanks for the Delay.

 

The Perfectionism Pause

Posted on by Carl Weber

The conversation is the same. The players are different.

There is an idea, a spark, a risk.

Share this art, this gift, this new thing?

Pause. It is not perfect.

I will share it someday, but it is not ready.

More work.

Pause. It could be better.

Even more work.

Pause. If I just (insert phase here) it will be perfect enough to share.

Imagine how much the Perfectionism Pause has robbed all of us of YOUR gifts.

The Two Teams

Posted on by Carl Weber

The Two Teams

When working with teams about their collective behavioral styles, I have noticed that in the long run there are only Two Teams. As I check in with various teams’ progress at certain intervals the Two Teams have two distinct results.

Team One is doing well. Team Two is actually worse than before.

Unfortunately there doesn’t seem to be a middle ground.

Team One is communicating differently, achieving results, and having less conflict.

Team Two is communicating differently, not achieving results, and having more conflict.

What separates these Two Teams?

Why does Team One prosper and Team Two decline?

The answer was simple. After a series of meetings, calls, and follow-up visits a pattern developed. I took notes of each group but the difference became clear.

Team One Pattern

After the initial session, each member of Team One reflected on their own primary style. They made a list of what worked for them as a member of Team One. They made a second list of what didn’t work or needed modification in order for them to be a better member of Team One. Over the next few months each Team One member worked on what didn’t work and tried to leverage what did work.

Team Two Pattern

After the initial session, each member of Team Two reflected on their primary style. They made a list of what worked for them as a member of Team Two. They made a second list of what didn’t work or needed modification in order for others to be a better member of Team Two. Over the next few months each Team Two member worked on trying to get others to change their behaviors and style and did not focus on how they could change.

Will you focus on how you can improve to make the team better?

OR

Will you make a list of how much better things will be when other people change?

The choice is simple when you realize there are only Two Teams.

Among Giants

Posted on by Carl Weber

Among Giants

I have a project. An exciting, new project. A project that I have been talking about for months. A project that partners me with another person (someone who is extremely intelligent, organized, and a deep thinker). We met on the project a few times, took notes, and had a game plan with various assignments.

This project has been on my plate for a few months. I started some research, then stopped. I opened the file to start writing, then stopped. I took the folder out of my briefcase, only to put it back in. For whatever reason, I could not “Ship It” or make progress.

Something was triggering this procrastination. I tried to pin down the reason, but could not find the words.

I took a risk and called this partner. We decided to meet.

“I have to confess. Despite the excitement around this project and our discussions, I have not made any progress on my part.”

“Well, to be honest, I have had the same struggle.”

Another risk. The real risk.

“Ok, here is the thing. I am a little intimidated working with you on this project because you know this material and have studied it in more depth, and are so smart, and so…”

“What? You are intimidated by me?”

The reason for the mutual procrastination was revealed. We both viewed the other person as more competent, intelligent, and suited for this project. I am sure some it stems from the “Less Than Default Switch” and this setting skews our perspective of others.

Our conversation continued.

“It is almost as if I am among giants, when I compare myself to others.”

“Exactly, but I am still surprised you feel that way. I understand why I feel that way, but not you.”

Among giants. Our perceptions of others, their abilities, their accomplishments, their status can warp our own self-perception. This distortion can create the fear and insecurity that holds us back from trying, shipping, or stretching ourselves.

They are not actually giants. They are fellow travelers on this journey. But this problem seems older that just me and this project. Older than you and your project, idea, or journey as well.

“Why, man, he doth bestride the narrow world
Like a Colossus, and we petty men
Walk under his huge legs and peep about” Cassius

(Julius Caesar, Act 1, Scene 2)

 

The Other Plan

Posted on by Carl Weber

The Other Plan

Somewhere along the way, we are taught to develop alternative plans. This other plan accounts for contingencies, problems, and worst-case scenarios. The other plan reminds us that things may go wrong and we have to prepare ourselves to move, change, or alter course.

I am all for the other plan.

But.

Sometimes the other plan keeps us from fully committing.

Sometimes the other plan gives us an out when things are tough.

Sometimes the other plan makes ending relationships, jobs, ideas, projects, too easy.

Sometimes the other plan keeps us from appreciating our actual life.

 

Making the Customer Do the Work: Another Flawed Strategy

Posted on by Carl Weber

Customer Service

(Image Courtesy of touch support.com)

During a conversation about the salad post, someone shared yet another flawed strategy in customer service.

The details.

Repair person comes to the house.

Repair person doesn’t have the right part.

Person at business office didn’t order the right part or write order correctly.

Person at business office says it will be a week or so to order the right part.

Repair person leaves.

Customer wasted their time for the appointment.

Customer must now wait for an undetermined amount of time.

Customer must now call again once the part has arrived to make another appointment.

The Strategy.

I am busy.

I made an error.

I said I would order the right part this time.

I have to go.

I am busy.

I have other large repairs to do.

I will get back to you when I can.

I will wait for you to call before I come back.

I am busy.

The Flaw.

You made the mistake.

But you insist on making the customer do the work.

You have to order the new part.

But you do not find the exact date it will arrive.

You are busy and have other customers to see.

But you make the customer in front of you feel less important.

You need to reschedule.

But you do not set a date on the spot, and expect the customer to call you again once the part arrives.

The Solution.

When you make a mistake: acknowledge your mistake.

When you make a mistake: make the correction easy, painless, and seemless.

When you make a mistake: do not make the customer do the work.