Archive for the ‘Mike Stevenson’ Category

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Monday, November 16th, 2009

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Many Thanks

Mike Stevenson

TIME TO REWARD SUCCESS

Thursday, July 23rd, 2009

Not everyday bears rich fruit. In fact, there are days – too many to count – when you feel bruised and battered by events. Days when nothing seems to go right, from the stubbed toe to the burnt toast to the parking ticket planted on your car windscreen. I can think of many such days and remember the blessed relief that came many hours later when I finally sank into a blissful sleep. Strangely, it took much of my life to realise that this was not some payback from an external source, but a self-inflicted wound. It is our intent that creates our mood and it is our mindset that determines our relationship with events. Put simply, we choose our attitude.

So, you ask – what about those things that are sent to try us, and turn us from a Buddhist monk to a psychopath in a matter of seconds? My answer to that – it is still within our power to face it out in public and find our own private ways to deal with our frustration. I have learned to do this in front of my customers. They always see a positive and enthusiastic individual focused on their needs. I have still to apply the same technique with colleagues, friends and family – that is for another discussion.

Taking your troubles to work and allowing them to influence mood and events is just plain wrong. The impact on customers – it can break a relationship forever. If, that is, they have that choice. In this country we used to expect gruff and uncaring service. But, our acceptance of poor service has a much lower threshold than it used to be. That presents a serious challenge for business owners and public service leaders.

We have all encountered the low postured, ill-tempered and overly officious front line person who tells you in all but words that they are having a bad day – a hangover, a domestic row, an upsetting letter. They don’t want to be there and the last person they want to see is you. When this is what passes for customer service there is an inevitable chain reaction – you (the customer) feel compelled never to return and you tell as many people who will listen about your hideous experience. The trouble is people do listen – they love to hear of bad service examples. If you embellish the story, as we tend to, it will be passed around in dinner table conversations for years to come. It may even be used in presentations and training sessions.

How about this from an NHS Accident and Emergency department somewhere in England: Patient enters in severe pain only to experience this sinister encounter at the reception desk:

Patient: Hi, I am in agony here. Can I see a doctor? It’s my….

Receptionist: Name please.

The patient responds.

Receptionist: Are you the patient?

Yes, answers the baffled patient.

Receptionist: Is the patient conscious or unconscious?

This a classic gatekeeper story – a first line of contact who believes their role is to place barriers in front of people rather than to ease their anxiety and make their lives easier. The problem with this story and many more like it is that it erodes expectation. Low customer expectation is in my view, the public sector’s enemy number one.

It delays early contact (nipping a problem in the bud), it increases the likelihood of no shows (wasted time and costs), it promotes anxiety and tension, makes people feel devalued and prepares people for confrontation not cheerful constructive dialogue. Staff get increasingly demoralised (even good ones are subject to aggressive and irrational behaviour). That in turn increases stress and absenteeism.

All this adds up to unnecessary costs – the last thing public services can afford right now. This is a perspective that’s rarely aired; yet I am sure a real cost and benefit analysis would reveal some interesting information. The argument always dwells on cutting services not enhancing them. Why should good people doing a vital job be sacked, when there are countless other ways of making savings. The business world operates in a different environment – screw with your customers and they will go elsewhere. Hungry new companies are springing up all around us. Often it is their approach to their customers that gives them an immediate edge in the marketplace. Those that offer an exceptional service will prosper. That is the dog eat dog world that has for so long created innovation and prosperity. Those businesses that fail are those that don’t deliver what the customer wants – simple.

Without competition we need a different credo. Public Service employees need to feel that they are a vital link in a bigger chain of delivery, that they are key to the nation’s mood, humour and sense of wellbeing. These are important people – they care for our children, older people and our health. They help keep our roads safe and clean. Some do it exceptionally well – they walk with a spring in their step, they look you in the whites of your eyes, they act with enthusiasm, they are alive and interested and always want to do better

I want to see them – people who make their patients, clients and service users feel good, who save the day by stepping beyond the call of duty rewarded. Here we can take a leaf from those who fund our sports. They learned that backing success inspires better performance and creates world-beaters. Cycling, swimming, rowing and sailing attract money commensurate with ever improving performance. The British Team’s unprecedented success at the Beijing Olympics is proof positive that this formula works. The Athletics team know that they have to do better if they are to attract more financial support. Brutal? I don’t think so.

What outrages people is the reward of failure.

I meet people everyday that work in important public service jobs, whose commitment, intelligence and determination to improve the lives of their customers is exemplary. Back them, reward them and use their example to inspire others and create new standards.

I am so determined to help make this happen that I will speak at any event where this message can be aired – at no charge.

EDINBURGH – CITY OF OPPORTUNITY

Tuesday, July 14th, 2009

A quiet Sunday breakfast a few days ago turned into an extended brunch as friends old and new joined my ever-expanding table. Among my guests was Claudia, a very impressive Portuguese lady whose Edinburgh Guide book I bought about nine months ago. The book was something new and exciting – different because it was written with passion and verve and through the eyes of people who live in the city. It was so beautifully written and designed that I was moved to buy more copies and distribute them to my friends. What impressed me more that anything was that it helped reignite my interest in my home city and to rediscover its uniqueness.

This was a guide not just for visitors but people who live here and that is the essence of its beauty. It also proved that a city is not just a built environment – its real strength is in its people and their lives, their talents, their relationships and their stories. That’s what made this read so special for me. It was about the distinctive character that people have brought to the city – well documented throughout history by writers, poets and visitors from far afield.

Alan Bold, a poet wrote:

“Edinburgh is an experience
a city of enormous gifts
Whose streets sing of history
Whose cobbles tell tales.”

More recently the Black Eyed Peas described Edinburgh as “Probably the most beautiful city in the world.”

Yet, it never ceases to amaze me how many people lucky enough to live in Edinburgh, are blinded to its uniqueness. Each year there are those who moan about the Festival and Fringe and vent their spleen at the capture of our streets by strangely dressed invaders. Add the perpetual whinge about the tram, the most visionary infrastructural investment in the city for many years, and dissenting voices are never far from earshot. This propensity to find cause for complaint even in the midst the fun and glitter of the World’s greatest Festival, is a strange condition and one which I am afraid to say is all to common to our culture.

Yet the reasons are clear to see. How many people who live in the city, feel that they have a real stake in its success or a sense of belonging to its future? Where is the vision to captivate the imagination of its citizens? How valued do people doing those jobs that keep the city clean and cared for feel?

Where is the kind of leadership, big thinking and shared ambition that New York demonstrated when it turned itself from the most dangerous city in the USA to the safest?

Too many people simply live outside the decision making process.

Is it any wonder? Our obsession with structures and processes is stultifying. Decisions take an age to make and are usually based on minimising risk. What great development has come about using a risk averse model? Where would we be without those risks taken by our forefathers when they invented all those things we now take for granted. The telephone, the television, the motor car, penicillin or even spray paint. That they did so in the face of ridicule or downright opposition from their contemporaries makes their achievements all the more remarkable. What Edinburgh needs is a giant dose of courage and leadership to drive it forward. That means drawing on those talents and ideas that exist in abundance among its people – many are never seen or heard. I would start with our young people – let’s make them part of the solution. They are up for it – believe me. They are endlessly creative, possess fewer prejudices and no hold no stock with the “that’s the way we’ve always done it’ mantra.

We know that 80% of the jobs that children currently at Primary School will go into when they leave school don’t currently exist. The only certainty about the future is that it will be shaped by innovation – creative people who see opportunities not problems, are willing to find new ways to do things and possess the courage to face up to dissenters and make things happen.

No group has a greater stake in Edinburgh’s future than its young people. Yet their destiny is being shaped by people who find it hard to keep pace with the speed of technological change – that doesn’t make sense to me. I have visited many schools over the past few years and I am consistently amazed by how differently our young people see the world and how they love to be asked for their views and ideas – once that is, the disbelief that someone might listen has dissipated. Creativity exists in spades in our schools.

Here we have a wealth of fresh thinking that is rarely tapped. What a scandalous waste of resources. Oh, and by the way young people don’t want to sit in endless meetings, join committees or community councils. Nor do they want to hear the same dominant voices drown out the ideas of others. Why do we insist on imposing our tired old structures on them? They occupy a world of fast moving global communication where a 12 year-old can communicate instantly with friends in Venezuela, Tanzania, Japan, Australia and India. It only takes a few clicks on their computer to open up a whole new world of opportunity. They can share ideas across the world, but in their own city who listens to their voices and where is the opportunity for expression?

Why not ignite our democracy by embracing new ways of involving people in creating Edinburgh’s destiny – not simply asking them to wait for events to unfold. This city can lead the world with ideas as it did in the 18th Century. But we need to bring exciting new approaches to galvanise its people. A new chapter can be written in this great city’s history – one which describes how Edinburgh reinvented the notion of democracy and in doing so found within its boundaries enough talent, verve, ideas and energy to power it towards a new generation of success.

My inspirational new friend Claudia can then produce another addition of her fantastic guidebook showing Edinburgh as a city that has discovered human capital as its richest resource and showed the courage to involve its young people in shaping its future.

THINK BIG NOW

Wednesday, May 13th, 2009

We live in exciting times

Forget the media and the doomsayers, we live in exciting times and there are countless opportunities to do things differently, better and more economically.

This is a time for fresh ideas and new beginnings. Those who grasp them will prosper. Innovation must be constant because the world around us constantly innovates

For me, owning a small business that did well in the good times was never going to be a passport to recession survival. Business does not receive loyalty points or long-term medals. The world is changing rapidly – new technologies, reshaped values and attitudes and evolving consumer priorities. It is how well businesses anticipate and meet opportunities presented by this changing landscape that will mark them out as successful.

I have also learned that no matter how anxious we are at times like these, it is vital to remain strong, positive and confident. Misery is not conducive to the kind of groundbreaking thinking we need now. It is difficult to hide the strain when the company balance sheet scares the living daylights out of us. But we need to find the strength to stand tall and get more – much, much more from the resources we have at our disposal – staff, space, colleagues and business allies. That’s what my focus is right now.

Launching Thinktastic in January, I knew I had unleashed the right product at the right time. There was always going to be a bit of a lead-time but I never anticipated the level of paralysis that seems to exist out there. Thinktastic finds new ways forward, gets staff to shift their thinking and helps drive things forward. It majors in on resourcefulness rather than resources – exactly what’s needed today. Every enterprise has this in abundance but usually operates at about 60% of that capacity. Even that may be a conservative estimate. Thinktastic helps turn this human resource into a far more creative and powerful force.

The clamour thus far has come from public services, not from the business sector. Yet, I know from talking to business leaders up and down the country that they feel they are ploughing a lonely trough – they toss and turn in their beds at night and resent the fact that their employees are treating it as business as usual. That is a recipe for trouble and deep down we know it. A company is only as good as the sum of it parts. If that doesn’t add up to a go get it, positive and profitable business it is inviting trouble.

Time is not on the side of those who waver. “We’ll wait and see how things pan out.” We’re not spending anything until the situation stabilises.” “This is the wrong time.” You must be joking. This is exactly the time to take action. I contend that those who sit and wait until the wind slows down may find recovery difficult. But that’s falling into the trap of using a negative to make a point.

Business, public service and political leaders take note. There has never been a better time to refresh and reframe what you do. You can plough a lonely trough or involve your staff in generating new ideas, new ways. This will galvanise many to do more and to do better. You will find from within your staff, people who immediately offer ideas to save money, enhance the customer experience, do the job faster, and get people to work longer and harder.

I know. I have asked managers and staff in all sorts of organisations, but using fun, creativity and lots of interactivity to do so. Never underestimate the power that is within your four walls. Call me at Thinktastic on 0131 554 2807 or 07778 781846 if you want to find out more.

Meanwhile, stay strong, resolute and positive.

Risk taking is in our blood

Friday, April 24th, 2009

As a small child I fell off a 30ft high terrace in northern Pakistan, dismounted a horse headfirst in Lahore, was pulled back from climbing overboard an ocean liner, had to be coaxed in from the window sill of a fourth floor tenement window and permanently carried hundreds of cuts and bruises.

Risk taking – stretching beyond our safety to learn is one of the most basic of human instincts. Watch any small child and they will persist to get what they want – no matter how many falls and setbacks. As a child, I had this capacity in spades. But asthma then curtailed my flair for adventure. It was the cosseting and the persistent cries of “Michael, you can’t do that” that kept me in what now seems like a straitjacket.

My parents, doctors, teachers and a whole cast of adult conspirators did that to me. I don’t blame them. Asthma is unpleasant – in fact it is downright terrifying. You can’t breathe. Your throat and your chest are constricted. You feel helpless and hapless. You think you are going to die. I know. I wheezed my way in and out hospitals more times that I care to remember. But I would have adapted far better if I had been allowed to deal with the attacks without an army of concerned adults whispering their concerns and pulling me away from strenuous activity.

What happened to me is what would to any child in that situation. I began to believe that I couldn’t do things that others could. I began to seek the succour and sympathy an asthma attack would bring. Slowly, I my dependence on that support grew. As I gasped for breath my eyes would avert to the nearest adult prop. Without it I became fearful, my body craved attention – the rubbing of the back, the soft palm on my forehead and the whispered assurances. I learned to use my vulnerability to elicit affection and favour.

I know now that I was overprotected and that served me ill as a child.

Leaving home, at sixteen, (like so many before me, I headed to London) I breathed deeply and with such blessed relief that I knew then what to do – to put my body on the line and to live life on the edge – it was a liberation. Sleeping out on London’s cold and damp streets, working my fingers to the bone on dusty building sites, smoking heavily – the list is endless. What did I find out about myself? For a start, I was a great deal tougher and more resilient than my parents, doctors and peers ever gave me credit for.

But there was more. I learned I was resourceful. I knew how to stretch a little to make a lot. I took beatings – a lot. I was and, am a survivor. The challenges life throws up are there to be faced up to and overcome. My addiction to being cosseted was replaced by an equally ferocious passion for risk.

That’s why today’s uncertain climate excites. We need now more than ever to make more of the resources we have and to come up with new ideas and fresh approaches. We need to turn fear into excitement and something else I learned in my early adulthood – don’t moan about it, do something. Make things happen.

I have organised a few Thinktastic workshops recently and when I have given people the tools and encouragement to find from within that resourcefulness, it’s dynamite.

This period of economic turmoil is an opportunity for the new.

LET’S LIFT THE MOOD

Monday, April 6th, 2009

The current economic downturn is an opportunity. Yes, an opportunity to inject some much needed fun and humour into the workplace. Fun helps people perform better and it helps  improve the customer experience, even in the most adverse circumstances. I know, I have worked with clients to do just that and seen an immediate and tangible difference

Language for a start, has a massive effect on people’s thinking and attitudes. Many people think it’s the other way round but in fact it’s the words and the tone  that’s used around you that makes you feel how you do. And that’s why people often feel de-motivated at their work. You know the kind of thing – you walk in to a workplace and there are a million things up on the noticeboard telling you what not to do – or you go to a meeting that bores the hell out of you, not least because of the meaningless jargon. We need to bring back words like ‘magic’ and ‘fantastic’ to get people feeling up about being at work, using straightforward internal communications in organisations to create a feel-good factor. We should do the same in communications with customers.
The Local Government Association (LGA) of England and Wales, decided to ditch jargon. I applaud them for doing so. The LGA has produced a list of 200 words to be avoided if staff are to ‘communicate effectively’. I think we can even further. Let’s now address unhelpful attitudes that language can create.

It’s a good start to root out jargon and phrases wherever they occur, but organisations have to do much more than this. Here in Scotland, a country that has a humorous and inventive approach to language, there is chance to change negative underlying attitudes that are created and perpetuated by such language. We need to think ‘fandabidosi’ rather corporate handbook – and companies and public sector organisations everywhere have got to change the language they use with customers.
That’s why in January, I launched Thinktastic. Working with organisations that range from British Gas to Scottish Business in the Community. we have been  working with staff to change the language so that attitudes can be turned around. A workplace that uses an instructional approach, telling its employees what they should not do, invariably ends up communicating with its customers in the same terms – with disastrous results. Conversely, talking in positive terms, which creates a sense of engagement and ownership, carries over into improved customer experience and satisfaction.
British Gas has recognised this approach for some time, as Eugene Taylor, talent development manager for the company points out:
“We want people to want to come to work, and so our whole outlook is one of being open, informal and involving. We base things on people, and the language we use reflects this too – it’s everyday, straightforward and informal. We talk to our customers the same way; our sales agents focus on the feeling that the customer is left with at the end of the call. It’s about making customers feel that sales agents care about them and want to do the best for them. Our attitude to our staff is just the same. So for example, we have long since abandoned things like logging in with a swipe card, and we allow staff to have access to the internet. It is all about trust and dealing with people on a personal level. We are finding that go back to a more personal way of doing things and using language is having a hugely beneficial effect on how we do business, motivate our staff and keep our customers happy.”
East Lothian Council is also working to create changes in language and attitude. As David Russell, communications and marketing manager, says:
“We have looked in particular at the content of our website and we’re also launching a new version of our intranet to create more personal and tailored ways of accessing and sharing information, views and opinions across the Council. As part of this, we’ll be watching the Local Government Association’s progress with interest to see if there are things we can use and adapt for our own purposes. Changing communications does not happen overnight, but we are committed to changing and getting more people to see the need for change.”

I believe the route to changing attitude lies in language, not the other way around. Language tells people what they should think and feel. Here in Scotland we need to re-learn the language and re-discover humour too. We all use humour in our daily lives, so why should that  stop at work. If you look at the reality of working life, most places of work are humour-free zones. Yet it is precisely humour and informality that get people working well together and to their maximum potential because they are able to put more of themselves into their work. The benefits for staff morale and customer satisfaction are incalculable.

Comic Relief raised more than £57million. The Glasgow Comedy Festival enjoyed record ticket sales. What does that tell us. People crave fun and lightness. They want an escape from the doom and gloom that is unfortunately, being perpetuated by our media. People  want hope, not despair.

This a time for big new ideas and fresh approaches. There are unprecedented opportunities  to discard attitudes and work practices that have held us back for so long and to breath new life into our public services and businesses. When staff and customers walk into our offices, I want them to feel lifted – to liberate them from the doom.

When we succeed, we bring the best out of them. This a time of opportunity and if we don’t see and grasp it, we will betray those whose lives have been blighted by redundancy and repossession. By the time the recession is over, our country should look and feel better. If it doesn’t, the media will be right and almost every business person I have met in the past six months will be proven wrong.

We cannot allow that to happen. So look around you. What can you do to lift the atmosphere around you? The words you speak and write are a great start. Try it. You may be pleasantly surprised and your colleagues, customers and family will thank you for it.

Visit www.thinktastic.co.uk and if you want a presentation phone Mike on 07778 781546

LET’S FOCUS ON THE LIGHT

Friday, April 25th, 2008

In Scotland, we have an unfortunate habit of representing even the sunniest of days as a prelude to darkness. “Aye, it’ll rain tomorrow” or “That’ll be our summer.” How often I have heard these sentiments. We can’t control the weather so let’s learn to live with it and while we’re at it, thank our lucky stars we don’t face hurricanes, forest fires, droughts or skin cancer (by natural sunshine). Some argue it is our weather that gives us this propensity for doom mongering, but that doesn’t add up when we read that Iceland scores higher than any other European country on the happiness index.

To prosper as a nation we have to change the script. We need to use language to make ourselves feel better and others feel better about themselves. Why? Because we know positive affirmation is better than criticism. We also know we can talk ourselves into success or failure. That’s why I applaud recognition for those who go beyond the call of duty. Their efforts in work and out of work should be shouted from the rooftops. It is vital to encourage and support great practice. For young people encouragement can be life changing. What they hear today can shape their mindsets, language and outlook in the future. When the repeated use of ‘you can’t’ and ‘don’t’ echoes in a child’s ears is it any wonder that these become embedded in their adult vernacular.

As an employer, I seek above all else in my staff – enthusiasm, a can-do attitude, the ability to look someone in the eye and converse and, yes, the willingness to take risks. These are the essentials for a thriving workplace but they also enable people to grow, to socialise, to travel, to care, to lead, to teach and to continue on the learning journey.

I get frustrated when blame is poured on teachers and parents. That is too easy and it is a dereliction of our collective responsibility. We all help to create the mood music our young people grow up with and we all share a responsibility to change the record. I know it works.

Running a series of workshops for a large housing department. It became quickly apparent that tenants felt undervalued and staff unmotivated. They carried the torch for a bygone age of council housing and hadn’t moved on. But by changing from bureaucratic to customer focussed language, taking time and effort to thank tenants who abided by their tenancy and using a more upbeat and communicative approach all round, results were impressive – higher satisfaction, greater propensity to pay rent on time and more homes filled. Add higher staff attendance and performance and you get the picture.

Positive communication can move mountains so let’s be shrewd about how we use words. Let’s work hard to create a more affirming environment at home, at school and at work. A ‘thank you’, a ‘well done’ or a ‘you can do better’ say I notice, I respect and I value you. What do the posters and notice boards in your corridors say? Do they remind people they are important and do they reinforce positives?

In one Edinburgh housing estate I was asked by a resident why everything that came through her door reinforced poor health and poverty while her friend up-town was being sold takeaway restaurants and furniture.

Words are powerful – they stigmatise and they damage self-esteem but they can also make people believe they can take on the world. My plea – let’s do the latter.

LET’S MAKE THINGS HAPPEN – 31.10.07

Wednesday, October 31st, 2007

I’ve never subscribed to the “best small country in the world” line. Why? Because it seems to do what we specialise in – belittle ourselves. Why is every positive statement so often qualified by a diminishing one? Small? Yes, we are in relative terms, but let’s not flag that up unless we really use it to our advantage. Our compactness is an asset and offers a multiplicity of opportunities – swifter communication, fewer cultural tensions, less red tape, greater freedom for ideas to come to fruition more quickly, national initiatives developed and implemented more easily, and barriers to progress knocked down with greater ease. (more…)

A SUNNIER DISPOSITION IS GOOD FOR BUSINESS – 30.07.07

Monday, July 30th, 2007

Two conversations during the past fortnight have sparked this plea. One was in Burnley, East Lancashire when a student mentioned to me that she had never been to Scotland. “You must visit”, was my hospitable suggestion. “But it’s very cold up there isn’t it?” she asked. Now there may be the occasional variation in temperature between the North West of England and my home city of Edinburgh, but that is usually almost negligible. It’s certainly not worthy of mention. Yet, this image of a land of persistently darkened skies, snowclad streets and a thriving warm-wear industry persists. Just for the record, I think she has now been sufficiently persuaded to take the plunge and make her first foray north of the border – I am confident she will do so without any wardrobe extremities. (more…)

WE NEED ‘NEET’ SOLUTIONS AND THAT’S JUST THE START? – 20.07.2007

Friday, July 20th, 2007

I remember Gordon Brown, our new Prime Minister, as a gangling teenager slouched against a playground wall. It was during the early to mid-sixties, we were both pupils at Kirkcaldy High School and yet our paths rarely crossed. We belonged to different cultures within the school – I, desperate for an escape to freedom and he, looking forward to a seamless university entry. I was seduced by my then status as a small town rock star– albeit at the lowest level of celebrity imaginable. He had his sights set on a more lofty aspiration. (more…)