• News post

    Don’t Underestimate the Power of Apology

    28 May 2019

    Risk mitigation is a hot topic within C-suites and boardrooms. Corporate risk presents in diverse ways, from compliance issues, regulatory violations and sexual harassment to poor customer service, data breaches and more. Organizations are increasingly susceptible to financial and reputational risk when stories go viral regarding ethics and performance failures.

    Risk mitigation has become a significant responsibility for leaders within many industries. As such, it has found a seat at the table within routine meeting agendas for the C-suite and board. Why? Because unmanaged risk can harm organizational results when it derails strategic and financial performance.

    Most leaders should have a process to identify and rectify known organizational risks. By using proven process improvement techniques, the root causes of the problems may be identified. Action plans can then be created and monitored to rectify the issues in a systematic and accountable manner that facilitates sustained results.

    A case in point

    I am aware of an organization that did a good job of identifying its material, known risks related to suboptimal customer service. The organization’s leaders discovered a recurring pattern as they analyzed customer complaints.

    They found inconsistencies in how their managers responded to these concerns. Even when complaints were voiced directly by consumers, these complaints were not consistently “heard” by leaders. In fact, some unaddressed complaints ultimately resulted in lost sales and legal action.

    As the company analyzed the problems their customers encountered, its leaders realized they needed to teach their team the importance of rapid response to complaints. As part of this process, they coached their leaders and managers to receive complaints by respectfully expressing regret and empathy in a safe and constructive manner. They accomplished this task through teaching leaders to master “the power of apology.”

    Making things right

    In situations where suboptimal products or customer experiences were involved, the leaders were taught to apologize and to “make things right” for the customers. In situations where a misunderstanding existed, but without performance failures, leaders were taught to say, “I’m sorry you experienced disappointment. Please share more about your concerns and help us learn from your experience. We really want to do better for you and for our next customer.”

    The results were phenomenal as once-disgruntled customers believed they had been heard and, as such, felt valued. Over a reasonably short span of time, few complaints escalated to the C-suite because leaders had mastered the power of apology in the moment. Their actions closest to the customers had a material, positive impact in mitigating risk for this company. And, most important, they retained customers and avoided costly expenses.

    As you contemplate the different ways to mitigate known risks for your company, I encourage you to review the processes you currently utilize to address these vulnerabilities. Perhaps the power of apology might have application for you and your team as you build your risk mitigation strategies relative to customer service.

    Originally published on May 28, 2019 by Smart Business

  • News post

    Finding the Courage to Advocate for Yourself

    14 October 2018

    Since Gracious Leadership was released in late January, I have been extraordinarily humbled at the overwhelming response this book’s message is receiving. Within my blog posts and public presentations, I talk openly about the need for leaders of all types of organizations to be fully respectful as they seek to guide their teams to peak performance.

    Respectful leadership “should” be for one and for all. What a novel concept that ought to be readily embraced!

    However, in reality, this concept is not novel; it’s just not consistently applied and as such, has become grossly underrepresented as the obnoxious noise of toxic leadership strives to dilute the harmony of respect so desperately needed across our nation.

    We must do better than this!

    Certainly, there is no better time than now for advocates of fully respectful leadership to stand up and be counted.

    Respect for one and for all does not pertain solely to showing respect to others. It also means that we must take a stand to respect ourselves. That means that we need to become our own best advocates.

    Within Gracious Leadership, I included a chapter entitled “Gracious Leaders are Courageous” with a section of the chapter challenging readers to find the courage to advocate for themselves.

    Women especially tend to be excellent in advocating on behalf of other people. However, when opportunities present for females to ask for stretch assignments or advancement, we often will opt to become more reserved… and we shrink into the comfort zones of our current roles. It’s no wonder that as a society, we still have not made adequate progress in having a representative number of women leaders in the C-Suites and in our Board Rooms.

    Why are we so bashful about advocating for ourselves?

    When I was a young executive, I decided to ask my CEO for a title change so the nomenclature of my role and the magnitude of the work would be better correlated. After giving my request some thought, the CEO said, “Yes.”

    Was this title change important to a 28-year-old young executive? You better believe it was. And it became even more important 20 years later when I again garnered the courage to advocate for myself. I asked for the opportunity to lead a hospital without having had one single day of hospital operational experience. Thankfully, the answer I received was “Yes.” And this particular “Yes” allowed me the joy of experiencing the nine most gratifying years of my professional life to date.

    As I make presentations and challenge my audiences to find the courage to advocate for themselves, I always share that if they are already trusted, proven performers, the probability of getting a “Yes” when asking for opportunities should be increased. However, I also caution participants to understand that just because they are already trusted, proven performers does not necessarily mean they will automatically be offered those coveted advancements. Sometimes you just have to ask!!

    Since releasing Gracious Leadership, I have been delighted to hear from several individuals who, after reading the book or hearing this advice, have taken the risk to raise their hands and ask for advancements. For those who have shared with me their progress in finding the courage to advocate for themselves, they’re batting a thousand!

    To maximize the respect you show to others, it’s critically important that you first show respect for yourself. So whether you are aspiring to secure a promotion or if you find yourself in the horrific position of being subjected to inappropriate sexual overtures, I encourage you to respect yourself without hesitation by garnering the courage to find your voice and let it be heard in your own way. In so doing, you can become your own best advocate.

    Fully respectful leadership starts with YOU. Respect yourself first so you then can lead others like you’ve never led before.

    I can’t wait to hear your stories about how you are finding the courage to advocate for yourself and elevating your voice to make your self-advocacy real! I encourage you to begin this journey today!