Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with how to break teams out of their mold to try new things, make some smart mistakes, and reach a higher level of success, particularly when you’re not the boss:
“How can I get some help convincing management who has been doing the same things for many years to try different/new things?”- Corey
Work is mostly about relationships, but as work becomes complicated, busy, and hefty, so do the relationships involved become more complex. Sometimes this makes things more difficult, rather than simplified. In Corey’s case, he’s dealing with something internal (the desire for change), yet controlled by an external force (management). This relationship is a tricky one, so it’s probably best to really have a good understanding of the relationship first. Then, he can work to transform this relationship, and offer practical change into the mix.

But don’t take it from me. This is the overview of an interesting new book by Diana McLain Smith titled Divide or Conquer: How Great Teams Turn Conflict into Strength. Corey doesn’t mention any conflict, but he’s certainly feeling it internally. Though much of the book addresses external conflict, the overall message is how to strengthen the team for the best results by starting with you. This works for Corey’s, or anyone’s, case. In fact, a big part of the relationship analysis the author outlines deals with addressing those internal issues – the concerns, the questions, the doubts, that put our working relationships to the test. By addressing these first, the approach will be less defensive and will create opportunities.
Let’s say Corey attends a meeting with other employees and his manager. The manager lays out the details of a project, and Corey sits there thinking, “Here we go again! The same old approach!” He exchanges glances with another of his co-workers who feels the same way as him. After the meeting, the manager thinks that things are moving forward, but really, the team is divided, and the project result will be mediocre at best.
The author states, “There’s no getting around it: change is difficult, and the more significant the change is, the more difficult it will be. Yet many of us render it even more difficult by making three common mistakes: setting unrealistic expectations, failing to anticipate and to help each other overcome predictable barriers, and micromanaging the pace and direction of change.”
So, it might not be about convincing management to think outside the box, it might actually be about finding ways to better understand the relationship, use experience to show potential, and integrate change naturally – particularly when it’s from the perspective of employee to management. Divide or Conquer can help bring all teams together for better results.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with how to manage the insanity of work demands on top of other things, you know, like life and happiness:
“My biggest challenge right now is keeping my 6-8 bosses happy. Why 6-8 bosses? That’s how many active projects I typically have as a consultant. Each boss wants to be the ‘special’ one, the one I’ll bend the rules for — “Mary, we know that you usually don’t fly on Sundays, but can you be here on Monday morning to attend a meeting with our President?” -or- “Mary, we know that you’re booked six weeks in advance, but can you shake a couple of days loose to help us out of a jam?” How do I maintain a life, and keep everyone happy, while still trying to go ‘above and beyond’ for my clients? – Mary
6-8 bosses? Many of us find it difficult enough to deal with one, so this challenge really jumped out at me. It’s likely that Mary has very little time for non-work related, but equally important things such as health, family, and leisure, but how does she even begin to manage the demands and requests of her 8 bosses during working hours?

Robert Ashton has written a helpful, jam-packed little book called The Life Guide: 10 Things You Need to Know About Everything That Matters. In it, he covers both realms of Mary’s dilemma – personal time, investing, retirement, entertainment, relationships as well as the daytime grind of setting priorities, making time, making changes, avoiding pitfalls, managing the boss, enjoying your work, and getting things done. Importantly, Ashton uses this guide to help the reader understand what success means, and how to accomplish it for themselves. It’s different for everyone, after all.
A big part of Ashton’s approach deals with how to make changes. By reevaluating things and re-prioritizing them, a broad improvement takes place. Regarding this improvement, he states, “In reality, it’s not a straight ladder. You rarely want to change just one aspect of your life and leave everything else undisturbed. However you build your ladder, you want to make sure the rungs are equally spaced and not too far apart. Equally, it must be accepted that if no one else knows what you’re trying to change in your life, it will be harder for you to stay on track. To make sure you’re going to follow through, you need to be realistic in the goals you set and make sure you allow other people the opportunity to give you the occasional nudge in the right direction.”
Even this point alone could help Mary have a conversation with her bosses and let them know her concerns, while stressing the positive impact her changes will have on her work (the benefits to them). All in all, this is a book we can all refer to that will keep us on the path, our head above water, and our lives (all parts of it) in order.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with doing everything that matters in order to improve your business:
“Strategic thinking — how to get a better grasp on thinking strategically to tie PR, communications and marketing efforts to driving and achieving business results” – Sandy
Business is sort of like the game Tetris. You have to do one thing to make it conducive for the next unknown event to fit without problems. How do you plan this? In the game, it’s sort of luck. In business, it’s a little of that, but your chances of success can be greatly improved by reading books like James M. Kilts’ Doing What Matters.

Kilts was the CEO of Gillette, and during his time there, saw every key metric of the company improve. This book details his methods for making that happen. In Sandy’s challenge, she’s looking to connect a number of things together in order to create that smooth Tetris scenario, where each shape magically fits nicely with the next, and allows the game (your business) to move forward without a hitch. Kilts sees these connections, and adds a ton more, in his overview of things to do that matter. Part strategy, part organizational behavior, part intuitive skill, Kilts lays out an approach to strategy beyond PR and marketing, encompassing an entire overview of how he took Gillette to levels that impressed even the likes of Warren Buffett.
Here’s a very abbreviated list of his things that matter:
- Growth
- Relationships
- Loyalty
- Small moments
- Timely decisions
- Doing what you enjoy
- Life’s early lessons
- Right team members
- Confronting reality
Throughout the book, he goes into great detail on each of these things, and offers examples, facts, and his own experiences to make them transferable to Sandy or anyone’s situation to think strategically.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with how to champion a project so teammates become engaged without involving management:
“I am working on a Six Sigma project to earn my Green Belt. I was told what project to work on and who my team members would be. 2 of the team members are the biggest stake holders and object the most to the changes that need to happen to reach our goal; they do not have buy in to the project or the goal. I do not hold a management position so they do not feel the need or pressure to cooperate. The person who assigned the project and my team is no longer with the company so can not address this. I get the idea that they feel the project is no longer an issue and that it, and I, will just go away. How can I gain their cooperation without going to their supervisor? I feel that going that direction would only make them despise the project/changes more and they would contribute even less than they do now.” – Debra
This is a difficult issue, and Debra is right about her assumption that if she involves her co-worker’s supervisor, things will only get worse. So, what’s a dedicated employee to do? Seth Godin’s book Free Prize Inside has a chapter called “Selling the Idea” that offers great insight to this particular challenge.

To get buy-in from co-workers, Godin talks about creating a “Fulcrum of Innovation” that will change co-worker’s project perception in regards to three important questions: “Is it going to be successful, is it worth doing, and is this person able to champion the project?” To answer these, Godin says the champion must exude a strong sense of confidence, and then find out what each individual involved would be looking to gain from the project. In other words, are they looking for challenges, job security, making the world a better place, making their job easier, or something else? The project champion should find out what each individual’s self-interest is, and approach the project from that angle when talking to them about it.
Godin then goes through a thorough list of tactics to increase involvement, one of which fits Debra’s situation nicely; “Dare Them to Improve Your Idea.” By encouraging each person involved to improve the idea, they’ll take more ownership in it, and by taking ownership in it, they’ll start to view it as something they are apart of, not against. From there, Godin describes a variety of other tactics that will make people want to get on board. With this approach, the project won’t just get done, it will turn into something even greater than what it was planned to be, and your efforts will be the reason. Godin states, “Once you know how to champion a project, you’re set for life, regardless of where you happen to be working.”
I’m sending Debra a copy of the book today. Beyond this chapter, she’ll find even more ideas that will help turn her into a champion of this project, and many more going forward.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with how a consultant can better manage quality vs. quantity workload:

“I’m an independent consultant. My challenge is knowing when (and how) to be selective in taking projects. To be able to build value by knowing which projects to take (so that I am not overwhelmed with work; and I can do my best on the projects that I do take). With the economy the way it is, I don’t always feel that I can turn down work.” – Greg
Sometimes we might feel like we are on an island at work; that many decisions rest on our shoulders alone. That might be the case, but consider being an independent consultant, where you wear many hats: salesperson, accountant, guru and speaker. That is a lot of work, so it is easy to understand Greg’s challenge.

Fortunately, we have Peter Block’s book Flawless Consulting. Known as the “consultant’s bible,” this almost 400 page book is packed with pretty much everything a consultant needs to know – even if you don’t consider yourself a consultant, the book provides a lot of insight for anyone who offers services to clients.
Regarding Greg’s challenge, Peter Block states:

“Consultants should make their own decisions on which projects to accept. We should say no to projects as often as we say yes. There are many reasons to back away from business. Clients often want us to treat a symptom. They think training or restructuring will solve their problem, when it will only postpone resolution. Say no when the chemistry between you and the client is not good. Be careful when the client has expectations of you that you cannot fulfill.”

The other 300+ pages of the book talk about everything related to being a flawless consultant, from contracting, client resistance, collecting data, managing feedback, and engagement, to making promises, how to show care, and ethical issues. The book also contains helpful checklists and case studies, making this a true reference guide for anyone making a living by helping others with business advice.
I’m sending Greg a copy today. As thorough and informative as it is, I am sure it will provide answers for him far beyond his challenge, and become a guide he refers to again and again. It’s just that good.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.

This week’s installment of Ask 8cr! is a little different. As Rebecca mentioned elsewhere on our blog, we recently published our first magazine called In The Books, featuring articles and write-ups on the most notable current business books. It’s a handy resource people can use to quickly find some specific topics, or discover something entirely new. Looking at it made me think that this publication is sort of an Ask 8cr! umbrella, in that it leads readers to a variety of sources that cover the most common business challenges. So, I’m using it for today’s Ask 8cr! book, and sending everyone who’s sent me a challenge in the past a free copy.
But that’s not all. The next 100 people that order In The Books get 40% off by using the discount code g6kjm when you purchase online.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with re-examining your sales culture by looking at your most important asset – your customers:
“How do you change a sales culture to be more aggressive? To be more responsive? To keep pushing even though sales goals are being met? To make them realize that when things are going well is when we ought to keep prospecting. To teach them the long term benefits of being responsive.” – Larry
The sales war rages on. Organizations scramble for leads, battle over price, bend over backwards to close deals. Still, it never seems to be enough. Larry’s challenge is a clear example of this. How can sales people be more aggressive and keep pushing even when goals are met? It seems the answer is a shift in perspective.

Ram Charan has written a wonderful little book about this shift called What the Customer Wants You to Know: How Everybody Needs to Think Differently About Sales. In it, Charam describes his system of “value creation selling,” a practical method of understanding your customer’s problems and finding ways to solve them. Through this system, Charam details a method that takes attention off of price and places the focus on what the customer really needs. By describing how to develop a value creation sales force, the book is a guide that can be used by management to change the culture on a larger scale, as it reveals that sales is every employee’s business – not just the sales department.
In creating the process, sustaining the process, and taking it to the next level, value creation selling becomes a way for organizations to be their customer’s trusted partner. However, it does require the right perception and work from all involved. This important fact will change current employees as well as better define future hires. Charam states, “If people don’t have the gregarious personality and psychology that lets them work in groups and build relationships, they won’t succeed.”
I’m sending Larry a copy of the book to address his questions by hopefully changing them. After reading, he’ll ask questions like, “What problems do my customers have? What risks do they see having with their customers? How can we provide solutions for them?” These are questions every organization should be asking themselves, and this book is a practical guide to help us work out the answers.

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with focusing on the big picture, knowing what you really want to accomplish, and building a system to get there – though from the note, you might not initially expect this:
“For the longest time I kept my email inbox at zero. It was heaven. Then, I went on a week of vacation and everything has fallen apart. Plus, I moved my whole office that I’ve been in for 13 years to a new office away from our main building. So, sorting through years of material, reorganizing it, and then trying to keep up with the day to day grind has left me feeling totally out of control. Is there really help for me?” – Annie
Don’t we all feel like Annie sometimes? I could easily respond with a note about organization, setting priorities, and making a schedule, and apply a useful, but perhaps temporary book solution to Annie’s challenge. But, let’s face it, none of us need a quick fix. We should be looking at the larger scope of our daily actions, and how those can pile up over time to help or hinder our efforts. What’s really at stake for Annie, and all of us, as we get buried in emails and material, is our strategy.

Mark Morgan, Raymond Levitt, and William Malek have written a book called Executing Your Strategy: How to Break it Down & Get it Done and it’s right on the mark for Annie’s core issue. We all get distracted and buried over with day-to-day stuff. It’s inevitable. But, if we look at the ideas these authors have presented, they’re extremely helpful in keeping focused on our vision, and also lets us know how to do something about realizing it.
Clarifying identity and purpose, and looking at long range intention are the initial steps. The book then leads into how to form your strategy into projects, and how to effectively manage and develop those projects. The author’s state: “One of management’s biggest blind spots is the failure to recognize that any significant shift in strategy requires changes in day-to-day activities throughout the organization.” From there, strategic project types are discussed, along with many case studies and examples of how to apply the ideas herein.
The book is big on management, projects, and long-term strategy. It’s my hope that by studying these ideas, and by focusing on the bigger picture, Annie will naturally develop ways to address her day-to-day clutter, and solve far greater issues. Again hopefully, this will engage her in her work, and lead her into more successful territory, where the little stuff is no longer considered a challenge. I’m sending her a copy of the book today so she can get a fresh start in the New Year. How about you?

Ask 8cr! is a section of our blog used as a forum to address the kinds of issues and challenges people are having in the workplace. We take these issues and apply a business book we feel offers a viable solution. Others then chime in via the comments section. The person with the selected challenge gets a free copy of the book, but everyone who reads these posts, wins. What’s your challenge at work? Send it to me at jon(a)800ceoread(dot)com.
Today’s challenge deals with keeping employees from slipping into mediocrity, or worse. Here’s what one of our readers is dealing with:
“Long time associate is 7 out of 10 on best days, 4 out of 10 on worst days, but never the worst at any time. Every time a corner is turned, she slips and falls and reverts back to her old ways soon thereafter. Firm embraces longevity and diversity. Suggestions on how to fire her up or fire her outright?” – Phil
The good news with this challenge is that things are never at their worst, implying there’s hope for the situation. From the outside, it appears that the employee generally does a good job, but then something happens. What causes that change? Something personal? Frustration with her responsibilities? Concern with management? Her co-workers? It could be anything, really, and not knowing that causes a great challenge for managers, but also puts them in a position to help their employees and become stronger leaders in the process.

Erika Andersen has written a great book (that we’ve talked about lots here) called Growing Great Employees: Turning Ordinary People into Extraordinary Performers. In it, she levels the playing field to start with the fundamentals:

“Your employees are, like you and I, flawed and hopeful human beings whose success is at least partly dependent on your skill as a manager: human beings who will thrive with skillful and consistent attention and wither without it. Kind of like plants.”

Like plants, one cannot expect employees to grow without creating the right scenario to facilitate growth. Andersen follows the plant metaphor throughout the book (preparing the soil, planning, picking your plants, weeding, spreading, etc.) and reveals methods to truly grow great employees. However, like plants, not all employees are going to be great, and so some must go. But, before that happens, particularly in a scenario like Phil’s, where things are potentially hopeful, a manager can find out what causes poor results from the employee (ie, what causes her to “revert to her old ways”) to help create a situation where that becomes a less desired path for the employee. Those who’ve nurtured a sick plant back to health can clearly see how true the metaphor is.
As Andersen notes, social styles play a big role, and the first step is to define these – for both the employees and the manager. By doing so, an understanding develops; one that puts the focus on communication and participation, rather than demands and passive aggressive behavior. From there, the real issues come to the surface, and the initial questions can be addressed: Something personal? Frustration with her responsibilities? Concern with management? Her co-workers? With these answers, the manager can either grow a great employee, by working with her on a path toward greater fulfillment and productivity, or, know that it’s time to start the weeding process. With these tools, managers can become what Andersen refers to as “Master Gardeners.” Pick up this book and get to work on your ‘garden.’