Transactional Analysis and Management

Transactional analysis is an interesting and effective way of being aware of the impact that our actions have on those around us. Used carefully, it can allow a Manager to be much more aware of the way in which his/her actions affects the team and be more effective in positively influencing the desired outcomes.

Eric Berne, developed the model for understanding human relationships, communication and personality in the 1960’s and since that time it has been expanded and tested and is now widely accepted as an effective tool.

In simple terms, the model relates to the fact that each individual has three ego states; the Parent, Adult and the Child:

The Parent state is how we copy feelings and behaviours learnt from our parents or other role models.

The Adult state relates to feelings and reactions to the here and now and how we deal with them as grown adults.

The Child state relates to experiences and feelings from our childhood, which affects our current behaviour.

Much of the research looks into the ways that the different ego states interact with each other and how, by being aware of our own and others ego states, we can positively influence our relationships.

So how does this model help us as Managers?

If we take an honest look at how we interact with our team and also how team members relate to us, we can get a very clear idea of how the relationship is balanced. Are you interacting with your team members in a critical (controlling) parent ego stance? Does this is return result in a negative adapted child response from them, becoming either overly compliant or rebellious. If so, one answer would be to raise the use of the “Adult” state by both parties.

Understanding the different ego states can also help by providing more support and job satisfaction by tapping into your nurturing parent ego state and create a motivation environment by letting the “free child” out of its box!

For more in-depth information, read TA Today by Ian Stewart & Vann Joines

The Case for Corporate Social Responsibility

Often when you mention the concept of “Social Responsibility”, many business leaders will frown. Sometimes the belief is that it is too expensive to implement with no real quantifiable benefits to the business or simply too difficult and complex to get involved in, many simply believe that in their busy lives they do not have enough time to devote to what are often seen as peripheral and non-essential needs. In the current economic market our worries and focus are rightly on keeping our businesses operational and such concepts as “social responsibility” are often put on the shelf for times when things are better and we feel we have the ability to indulge.

These ideas are actually far from reality. The concepts of “Social responsibility” can actually result in reductions in costs, improvements in efficiency, better performance, increased sales and better and more profitable relationships with business partners and stakeholders and far from being expensive to implement, many initiatives can be relatively simple to introduce, very low cost of even free, simply requiring a change of attitude and procedure.

Building a reputation as a responsible business sets you apart from your competition. Companies often favour suppliers who demonstrate responsible policies, as this can have a positive impact on how they are perceived by customers. Certainly end users are becoming more and more aware of social issues and having and acting on a Corporate Social Policy can be a powerful persuader for many consumers, which in a highly competitive market can often be the edge needed to retain and convert customers.



Reducing waste and emissions and dealing responsibly with energy and water usage, doesn't just help the environment - it saves you money too. It's not difficult to introduce measures to cut utility bills and waste disposal costs and such measures can bring immediate cash benefits



Having a “fair rights” policy in relation to the treatment of employees has been proven to reap many rewards in relation to performance (employees are more motivated and productive), retention of staff (employees stay longer, reducing recruitment, visa and retraining costs) and in recruitment, due to the organisations perceived good reputation. Many people make the mistake that employees are just after money but this has been proven time and time ago to be a false assumption. Numerous studies have shown that working conditions, fair treatment, a motivational and positive environment, opportunities for career growth and personal development as well as respect for the management and organisation are all more important than just money.



There are other benefits:

• Activities such as involvement with the local community and any issues affecting the environment are ideal opportunities to generate positive press coverage.
  
• Good relationships with local authorities make doing business easier and being known as a responsible organisation help make good relationships much easier to attain.
  
• Having a Corporate Social Responsibility Policy, can help ensure you comply with regulatory requirements.


• Understanding the wider impact of your business can help you understand your customers better and also help in the development of new products and services.


• Social Responsibility makes the organisation more competitive and reduces the risk of sudden damage to your reputation (and sales). Investors will understand this and be more willing to finance you.

Many markets have already established the important role that Corporate Social Responsibility has in relation to positively affecting their business operations, performance and objectives and in those markets it can be more a case of needing to be seen to get involved, in order to stay in the race. However, in other markets, there is a real opportunity for organisations to be seen as genuine trend setters and develop a reputation, enhanced and strengthened by their socially responsible achievements. In these markets, such socially responsible activities can create a significant level of highly positive PR coverage, as it is seen as new and trend setting and this can be something that positively brands the organisation for many years to come, regardless of the size of the organisation or the market it operates in.



As with any Corporate Policy, success requires commitment from the senior management and the willingness to incorporate Social Policy ideals throughout the business process.

For true Inspiration look at the life of George Cadbury http://en.wikipedia.org/wiki/George_Cadbury



For a few examples of organisation well known for Corporate Social Responsibility:



John Lewis Partnership http://www.johnlewispartnership.co.uk/
Ben & Jerrys Ice Cream http://www.benjerry.com/activism/

Customer Service

Customer Service Focussed Organisations:

We all understand the need for high standards of customer service within our organisations but often there is a misconception that customer service is something that only relates to the point of contact with the end user and efforts are generally focused on this point in the process. This strategy ignores the reality that customer service has to be a fundamental aim and objective of the organisation. It should be part of the “mission statement” and should influence the way the entire organisation functions.

There are a number of factors which need to be taken into account when ensuring that an organisation is customer service “fit for purpose”. Personally I find the “British Institute of Customer Service “offers an excellent overview and my personal strategy preferences have been strongly influenced by this:

Commitment: The organisation, including the leaders, must clearly demonstrate their commitment to customer service as a fundamental philosophy of the organisation, from both within the organisation and externally in relation to suppliers and business partners.

Continuity: Focussing on Customer Service for life, which means incorporating it into operational procedures, KP Indicators and performance management for all areas of the organisation, not just sales.

Credibility: Ensuring that organisation lives up to its promises. Ensuring everyone accepts ownership of their responsibilities and understands that CS is fundamental to the brands image. Failures or under-performance are recognised and dealt with.

Consistency: Systems should be designed and operated with the end users convenience and needs as a priority and most importantly, those systems are actually capable of delivering the organisations promises.

Creativity: Encouraging critics and suggestions for improvements from everyone; customers, staff and other stakeholders. Introduce changes that positively improve the service for customers and adapt to their changing needs.

Capability: Making sure that the right people are recruited in the first place. That those people are well trained both initially and continuously and a supportive and developmental focus is maintained, installing high standards. Ensuring the organisation as a whole is focussed on the impact all activities have on customer service.

Throughout the organisation it is key to develop systems and processes that reward those who show their commitment to the aims of producing the highest customer service aims but also to operate a non-blame culture (fix the problem, not the blame) which encourages staff to report customer service problems and complaints in the understanding that this will allow the organisation to focus on ways of improving systems and services to ensure the same problems will not reoccur.

"To operate at the highest standards of customer service you need to actively encourage your customers to complain."

Team Working: Conflict resolution

I had an email from a reader, in regard to a problem he is having with someone in a team he manages. It appears that recently the individual is constantly questioning his authority in front of the rest of the team and is regularly quite negative and “pushy”. The employee is an established member of the team, was generally reliable and the attitude is unusual. I asked what he had done to remedy this situation and he had chosen to simply ignore it, in the hope that it was a “phase” and the team member in question would get over it. Unfortunately I have never seen a case like this where ignoring it does anything but exasperate the situation.

One of the keys to dealing with any form of team discipline is speed. However small or large the issue, it should be dealt with as soon as is practically possible. It is vitally important for a manager to have the respect and trust of his team and leaving an issue like this un-dealt with can only have wider implications and will likely lead to an increase in problems related to other team members. This happens because of the initial feelings of inequity within the team. Other team members see a colleague doing something wrong and yet no action is taken, whilst they are dutifully following the rules. If the issue is not resolved it becomes an excuse for others to also break the same or other rules and creates needless friction within the team dynamic.

The first thing to do is remain calm. Shouting down the employee will simply make the situation worse as it reinforces the potential view of the manager as being unable to control the team. There may also turn out to be genuine personal issues that are causing the problem and as a Manager you do not want to be viewed as callous or uncaring. Sit quietly and consider what might be the likely reasons for the employee to act in this manner. Is it likely some previous event has upset him? The next thing to do is to speak to the employee in question and arrange a private chat to discuss the problem. Take them to a non-threatening location, preferably away from the work environment (possible over a cup of coffee) where you can have a quiet and calm conversation about why this problem is happening. Remember this is about finding out what is going on and finding a solution. Regardless of what is said, do not get drawn into an argument and remain calm. In the vast majority of cases, the team member will explain their problem to the manager and you can explain why their attitude / actions is causing a problem. Agree what action each of you will take to resolve the matter and then give the employee a written version of your agreement, as reinforcement.

Hopefully this should resolve the matter but if it continues then it is crucial that the issue should be dealt with in a more formal manner but again with the focus on resolving the problem.

Team Behaviour & Strategies

Rules & Procedures and dealing with breaches:

This guide is specifically related to creating an environment to reduce the likelihood of rule and procedure breaches by team members and also the best way to deal with disciplinary issues.

Practical Tips

1. Reinforce the Rules: Ensure you have an employee handbook, containing rules and procedures and that everyone gets one. Use positive posters as rule reminders (written and illustrated) as well as reminder meetings to discuss procedures and problems; to help team members overcome the issues that prevent them from complying with your rules and expectations. Whilst ignorance of the rules is no excuse it is still better to ensure that are aware of them, rather than just assuming.

2. Positive ethos: Set a positive ethos in the team and organisation from the outset. As the manager you are the guardian of the rules. It is not “Do as I say” but “Do as I do!” In this way people are more likely to respect you and also feel an obligation to do the same as you. As much as you may like to think “Hey I am the boss I don’t need to abide by the rules if I don’t want to!” In reality that just breeds resentment and disrespect both of which are potentially fatal for a Manager.

3. Team Engagement: Involve the team in the development of rules in the first place. Hold a team meeting and get them all to write what they feel are issues that affect the company and what they think should be done about it. In a group environment encourage peoples’ opinions and ideas. It is much easier to get adults to engage with rules that they were personally involved in creating. They will be more likely to accept ownership and it is much more difficult for them to justify their actions in breaching their own rules!

4. Track Breaches of Procedure: It is vital that you have an accurate and objective system for tracking, monitoring and evaluating breaches of procedure. It is no good having a team member who is constantly late or regularly breaching rules and procedures and no action is taken. It is important to deal with every breach immediately, however minor and record the issue and how it was dealt with. All companies should have a rigid procedure for dealing with discipline problems and this should include a set system of dealing with problems. Starting with the “quick friendly chat” and leading all the way to written warnings and formal proceedings. Not bothering to record problems, however small, is a big mistake. For the sake of the team dynamic and cohesion, rules breaches should be dealt with quickly, fairly and equitably. Recording problems will also highlight areas that produce regular breaches of rules and will allow a systematic review of those procedures to see if there may be an underlying problem.

5. Procedural Hierarchy: Have a number of levels of procedural response to breaches of rules and make sure that these are used and followed exactly. It is important for people to understand the process and that it will be followed. However, also remember that your role is to rectify the problem and use these procedures to help that process and not simply to escalate it to the next level! Obviously in serious matters, steps in the procedure can be jumped.

6. Communicate: Make sure that you have systems in place to enable the sharing of information with team members and for team members to go and discuss their problems. Hold regular team meetings and open forum sessions. The more open the opportunities to discuss problems the less likely breaches of procedure will occur in the first place and the less accepting team members will be of those who do.

7. Do it in Private: Don’t shout across the office or showroom or approach the individual in a public area, take the conversation to a private office or area away from other people. Discussing issues in the view and hearing of others is not only unprofessional and creates a poor impression of the company and you as a Manager but will also embarrass the individual, which will create resentment and may also illicit sympathy from other team members.

8. Stay calm: Do not get angry. Remember, especially in a confrontational situation, that as the Manager you need to remain calm. Getting angry means you will lose focus and lose the upper hand in the situation.

9. Personal space: For most, personal space is approximately arms length. However, it does vary between cultures. The point is, not to invade the person’s intimate space. Again we are trying to avoid the perception of confrontation.

10. Verbal / Non Verbal: Your voice should be at the volume and intonations you expect from the employee, as should your gestures (open and relaxed, not rigid and forceful). A loud and aggressive voice/ attitude from you will either result in a loud and aggressive response or the employee closing in and becoming non responsive (both create feelings of intimidation, potentially fear, unfairness and resentment). Treat people as you would want to be treated and remember the purpose of the meeting is to find out why the problem is occurring and resolve the issue. To do this people have to be in a mental state of willingness to accept responsibility and ownership for correcting their attitudes/actions.

11. Non Judgmental environment: To create a feeling of fairness and justice, it is better, initially, not to handle discussion across a desk. Instead a more relaxed sitting arrangement, with no barriers between the parties will create a more equitable environment and will make the individual feel more like an adult and not a school pupil about to get told off by the headmaster! Remember the goal is to find out what is going wrong and get a positive solution. Whilst simply “telling someone off” from your office chair may make you feel better, studies have proven it does not actually work and can actually have the exact opposite affect. Having said this, there are times, where a problem continues to occur despite using all the right methods and procedures, that a more formal and regimented meeting can send a very powerful message to the team member that they are now in very serious trouble and need quickly and decisively to correct the problem. However, this message will be all the more powerful when delivered in this way, due to the following of the methods and processes highlighted here, beforehand.

12. Refocus: Don’t be verbally misled by arguing team members, who try to redirect the conversation away from the matter at hand. Refocus them on the issue by using a statement of understanding ('Yes, I see, but that is not the point; we need to focus on...')

13. Positive Negative Positive Sandwich: When discussing a problem with a team member it is best to start the meeting by discussing something positive that has happened, either related to the individual, the team or the organisation. Then move on to discuss the issue at hand and agree the remedial action and then end the meeting with a positive message, to rebuild the team members self belief and confidence. Simply confirming to them that they are a valued member of the team and that you feel they have great potential and are confident they can overcome the issue at hand can be enough.

14. Personal Improvement Contract: If you are having a problem getting through to the employee, a simple process to enable the team member to reconsider their actions and to decide on a more appropriate course of action next time is to get them to write down why their action was wrong and what they intend to do about it. Then get them to sign it and you both keep a copy. This helps them to consciously accept their mistakes and accept responsibility for putting it right.

15. Proximity praise: Rather than just giving random praise (which is very important and effective), instead try to spot the off-task staff member and make sure you praise another staff member nearby, who is on task and complying. This is far more positive than simply noting the wrong behaviour or just praising on its own. Always remember the power of “peer” pressure. However do not make it a “why can’t you be like him” as this can create friction within the team.

15. Non-verbal language: Be aware that more than 60% of all communication is non-verbal. What is your body language saying? There is no point encouraging someone, whilst you are sending an SMS!

16. Antiseptic bounce: This is a classic strategy used in education. We all know that generally the only time a team member will get to see the GM or Director is if they have done something wrong! However, instead, send the target team member to a senior colleague with a note or message. The note says, ‘Please tell (team members name) “Well done (explain why)” and send him or her back!’ This works particularly well where a team member has had problems before, is improving and you want to show you have noticed and positively reinforce the message.

And finally…. Give praise where praise is due. It is important that team members feel valued and appreciated and don’t feel that the only time you want to speak to them is when they have done something wrong!

Leadership in Management

Is there a difference between a leader and a manager?

Some commentators will often separate the titles of leader and manager into two distinct roles.

It is argued that a leader is the person who inspires, guides and makes decisions that other people choose to follow or obey; Whereas a manager is someone who is responsible for managing others in a company or business and who controls resources and expenditures and achieves objectives through his/her subordinates.

In reality all leaders have to be managers and all successful managers need some leadership qualities. It is much easier for a hands-on and involved leader to inspire others. People respond more strongly to those who lead by example. “Do as I do, not just as I say!” Similarly a Manager who is unable to motivate and inspire his/her team, will never achieve the same loyalty, work commitment and performance level from his/her team as a manager who can expresses a real passion for the Organisation and its work.

So what makes a Manager a good leader? Here a few general guidelines:

Enthusiastic and committed: It is not good enough, in these difficult times, just to recruit a Manager based on qualifications or experience, it is now essential to look closer at the potential managers personality. We need to find Managers who will go the proverbial “extra mile” and will continue to be enthusiastic, even when times are tough.

Factual & Process Driven: They should focus on creating systematic processes and frameworks, founded on factual evidence and knowledge of the issues and the needs.

Stakeholder Engagement: They should interact well with all stakeholders, both internally and externally, demonstrating the desire to understand all related parties needs.

Clear and Concise: Ensuring that everyone in the team has a clear understanding of their individual roles and responsibilities, as well as the overall team goals and its importance in relation to the organisation as a whole. Helping people to understand the important impact that their individual role has on the entire organisation can be a very powerful motivational tool.

Team Management: All team members should be encouraged and supported and all desired outcomes should be discussed and agreed, prior to their introduction. Regular reviews and feedback is essential. People should be supported as individuals but also as an integral part of a larger team. This helps the individual to accept “ownership” of their individual responsibilities and how their performance and attitude affects the team as a whole and thus creates a strong “peer pressure” dynamic.

Openness: They should be open to ideas and criticism from within the team.
Team members should be encouraged to discuss problems in a non-judgmental way. Not only does this help to highlight problems but also encourages creativity.

Incentives: Develop incentives and sanctions to ensure that positive attitudes and
outcomes are reinforced and negative performance is discouraged. There are numerous ways to incentivise teams but sometimes just a “Well done” or “Thank you” can be enough to ensure well performing team member feels valued. In relation to discipline, clear rules and strong adherence to those rules help to prevent infringements and create team stability by reinforcing peoples’ psychological need for security and stability. When dealing with disciplinary issues, clarity and consistency are key:

Remember the 3 F’s : Friendly, Fair and Firm

Developmental: Ensure that the team members are given the opportunity to
develop, both in terms of skills and training and future career opportunities.

Performance Orientated: It is essential that Managers aim for success, that they
inspire and motivate their teams to outperform their targets and goals. It is human nature to what to be associated with winners and success is addictive!

Responsible: This seems obvious but there are many line managers who only accept responsibility when things go well and immediately finds someone in the team to blame when something goes wrong! In reality, a good leader and manager does just the opposite. When things go well the manager will credit the team and when things go wrong will accept personal responsibility to resolve the issues.

Retain your Customers:

Customer Complain Handling

It is commonly accepted that it costs around 5 times as much to bring in a new customer as it does to retain an existing one. Once a consumer has formed a relationship with a company, they will generally prefer to use that company’s services unless something goes wrong. Loss of customer loyalty most commonly occurs, not when a customer has a problem but when that problem is dealt with badly.

Every time a customer makes contact with the company, it should be seen, by the company, as an opportunity to improve the relationship with the customer. It is key to ensure that customer service is of the highest standards at all times. In reality, things do go wrong but it is proven that resolving a customer’s problems can actually increase a customer’s loyalty to the company, regardless of the initial problem, if it is dealt with and resolved in a professional manner.

If a customer is unhappy with the product or service then the following basic tips can help ensure that you retain the customer’s loyalty:

1. Immediately respond to a customer’s complaint. From a customer’s view point a complaint should be dealt with as quickly as a sale. Do not make the common mistake of letting a customer think you only care about them when they have money to spend. This is the fastest way to lose a future customer!

2. If a customer is upset or angry, let them speak and explain their problem to you, do not interrupt but instead use encouraging body language (*Active listening) to make them realize you are listening and understand. Remember: It is not personal, so always remain calm and polite.

3. Acknowledge the customer’s position and explain to them that you understand; thank them for brining the problem to you, apologise and assure them your aim is to find a solution. The aim here is for the customer to understand that you appreciate their problem; that you accept “ownership” of the problem and you want to help resolve it.

4. Always emphasise what you can do for the customer. Don’t tell them what you cannot do. However, never make false promises or make an offer unless you are sure it can be carried through.

5. Determine the best course of action to resolve the customer’s problem; explain the resolution to the customer and get their approval and agreement. Make sure their can be no misunderstandings.

6. Even if you resolve the problem immediately, always thank the customer for bringing the problem to your attention. If the problem cannot be sorted straight away, then explain that you will do everything you can to resolve the problem as quickly as possible and agree when you will update them on your progress if the problem could not be resolved immediately.

7. Follow up on your solution. Contact the customer, at a later time, to make sure that their problem has been resolved and they are pleased with the outcome. A tip here is to contact the customer, even if the problem has yet to be resolved, so they know you have not just forgotten about them. One of the major complaints from customers is that they feel they have been ignored.

*Active listening - Focus on ensuring that you actually understand what the customer wants and how they are feeling; make it obvious that you are interested and care (use of body language and positive reinforcement gestures) and remain calm and objective.

Finally, encourage customers to complain. All businesses have complaints and not being aware of them does not mean they don’t exist!