monday_morning_communications

MONDAY MORNING COMMUNICATIONS David Cottrell, Tony Jeary & George Lowe Eight Lessons … Great Results Copyright c CornerStone Leadership Institute

Prologue 5 eni Johnson, eighteen months ago… I could not believe what I was reading as I looked over the employee survey! © “I never know what’s going on around here.” © “I’m buried in unimportant e-mail, yet not copied on critical items when I need to be in the loop." © “I get too many phone calls because our intranet site is not working, bulletins are not clear and e-mails are often confusing or untimely.” © “People are not clear about what they want.” © “Presentations are often poorly organized and meetings are frequently a waste of time.” © “I get too many confusing or conflicting communications and can rarely figure out exactly what I’m supposed to do.” J Copyright c CornerStone Leadership Institute

6 MONDAY MORNING COMMUNICATIONS Overall, the survey results were excellent but my team’s comments about communications made it obvious I was not doing a great job. I was stunned by what I read as I sat in the coffee lounge that day. How had communications become such a problem? I consider myself an excellent communicator and spend considerable time on my messages in an effort to be as clear as possible. Obviously, something was missing. As I began to deal with my bruised ego, Michael, one of my peers and a good friend, walked in with a cup of coffee and a long face. Before I could say a word, he whispered, “You will not believe what my team said on my survey. Overall, my numbers were good, but in one area .…” I interrupted his sentence, “Let me guess – communications?” “Right … can you believe that? As much time and energy as we spend trying to get the word out … developing resources, leaving voice mails, sending e-mails and conducting meetings and conference calls … how could communications be an issue? How can I possibly do more? I wear myself out communicating as it is.” Just then, Jeff Walters, our former boss walked in. Jeff had been promoted to head up a new division. Earlier, he had worked with Michael and me, helping get us promotions to our first management positions. We asked him to join us. Jeff immediately sensed something was wrong and in his normal, no-nonsense style, cut to the chase. “You both look like you’ve just lost your best friend.” Copyright c CornerStone Leadership Institute

7 Prologue We showed him the employee survey results we had just received. “I can't imagine it is about leadership issues,” Jeff began. “No,” we said in unison, careful to keep our voices low. “It’s something pretty basic: communications!” It wasn’t that we had flunked, mind you, but we did receive grades lower than we expected. On both of our survey reports, communications was the number one area our employees felt needed improvement. Eager to wipe this blemish from our records, Michael and I both wanted to take immediate action to correct the problems our employees had pointed out. “I guess I really shouldn't be surprised,” I admitted. “I have many of the same concerns myself – and included them on the survey I filled out. But instead of looking in the mirror, I guess I felt I had been taking care of business when it comes to communications.” “You’re right,” Michael chimed in. “I’m continually frustrated by people who waste my time. I receive too many fuzzy communications, poorly written reports and e-mails that show little understanding of the topic at hand. But when it comes to my communications, I really thought I was connecting better.” “I had some of those same issues, but what I really worried about was the toll these communications problems was taking on my team – and me – in terms of time and effectiveness … not to mention the stress,” he said. Copyright c CornerStone Leadership Institute

8 MONDAY MORNING COMMUNICATIONS “This survey also makes me wonder if poor communications is the reason we’re not progressing faster toward our goals,” I added. Michael also thought there may be a connection between poor communications and our often unmanageable workload. “Here’s an example,” he said. “I continue to prioritize but wind up working late almost every night and spending time every weekend reading e-mails.” “Whoa!” Jeff said, before I could launch into another issue. “I’ve been down this path before and know pretty much what you’re up against. We faced many of the same issues when the employee surveys first came out. “Based on my experience, the good news is that something can be done and there is something you can do,” Jeff continued, “but you have to step up and own the issue! “A lot of the answers to your team’s concerns are common sense. The problem is there are numerous common sense items that have to be addressed at the same time. You need solutions that will ‘stick’ and then continue to work.” “Man, that sure loads my plate with things to think about,” I said, mulling over his last statement. “There’s one thing I can tell you for sure,” Jeff promised. “People really appreciate clear communications. You’ll also earn major points from your team for removing some of the roadblocks they have to live with. In other words, guys, while communications problem are serious and complicated, they are problems you can fix – and it’s worth doing. Copyright c CornerStone Leadership Institute

9 Prologue “In terms of the specific things you need to do, I have a friend who I believe would be delighted – no, honored – to give you some guidance on how to solve these problems.” Michael and I looked at each other and then nodded our interest as Jeff told his story. “Some years back, I reconnected with Tony Pearce, one of my father’s friends and a guy I hadn’t seen since I graduated from college. “Tony is a successful, semi-retired business leader who now spends his time writing books and coaching top executives. I’m not sure of his exact age, but what’s important is he has the wisdom and business acumen equivalent to a team of senior advisors. “I contacted him because I was having some serious doubts about my leadership skills. In a period of eight weeks of Monday Morning meetings, he walked me through a program that was probably the equivalent of a master’s degree in leadership. It also was a turning point in my career,” Jeff admitted. “It even led me to write a book about it – Monday Morning Leadership. “Tony’s not one of those egotistical, self-made millionaires with a ‘know it all’ attitude. He’s a warm, regular guy who’s widely respected … and he gives back to the community – with his time and money – simply because he wants to help others. “I have used Tony’s wisdom as a guide during the past few years and I’m sure if I call him….” “Please call him!” we interrupted. Copyright c CornerStone Leadership Institute

10 MONDAY MORNING COMMUNICATIONS Jeff waved as he left the coffee room, promising to call Tony after lunch. * * * In his conversation with his mentor, Jeff learned that Tony had been out of the country on a book tour, promoting the international release of his latest leadership book. After setting a date to have breakfast, Jeff filled Tony in on the employee survey and the challenges it had created for Michael and me, suggesting this might be a project he would like to take on … if he had the time. Tony was willing to help, but he also had questions with regard to our willingness to pass along what we learned from him. As he consented to meet with us, he asked Jeff to gain our commitment to some active teaching, or perhaps as Jeff had done, to write a book on the subject after our Monday morning sessions were completed. Jeff was confident we would agree to Tony’s requirements and made an appointment for us to begin on Monday the 21st at 8:30. Later, Jeff met briefly with us to let us know the deal was set – as long as we bought into Tony’s requirement to “pass it on.” “No problem,” said Michael. “I would love to teach others how to address the same issues we’re working on. Count me in.” After a journalism class in college, I had always wanted to write a book, and couldn’t help but think our sessions with Tony might just be the book within me that was waiting to be written. Copyright c CornerStone Leadership Institute

11 Prologue “Okay, then.” Jeff seemed pleased he could help us spend some time with Tony. “Be there Monday the 21st, at 8:30. Here are the directions … and to keep me out of trouble, be on time!” Jeff then gave us copies of his book, Monday Morning Leadership. “If you can read this before your first meeting with Tony, it will give you a lead on his background and how he works. “If you listen to him and act on his advice, it will make a big difference in your career. Enjoy your time with Tony!” * * * All of us contributing to Monday Morning Communications are honored you are investing your time in reading it. We hope you enjoy the book and simply ask you, in turn, to help others discover the wisdom Tony provides in the following story. Copyright c CornerStone Leadership Institute